GENDER STRATEGY OF POLICE
Equality in Perspective
2012-2016
The Gender Strategy of Police 2012 – 2016: Equality in Perspective
is published by the Deutsche Gesellschaft fuer Internationale
Zusammenarbeit (GIZ) as part of the Gender Responsive Policing
(GRP) Project in Pakistan
Authored by Aliya Sethi, Senior Gender Advisor, GIZ-GRP Project
Input by Dr. Khola Iram, Principal Advisor, GIZ-GRP Project
Edited by Sumaira Sagheer, Layout by Uzma Toor, Printed at Pangraphics
Produced by the Gender Responsive Policing (GRP) Project, Pakistan
Copyrights©2012 GIZ-GRP
GENDER STRATEGY OF POLICE
2012-2016
Equality in Perspective
ACKNOWLEDGEMENTS
The Gender Strategy of Police 2012 – 2016: Equality in Perspective is the
outcome of the joint agreement between the Deutsche Gesellschaft fuer
Internationale Zusammenarbeit (GIZ) and the National Police Bureau (NPB),
Government of Pakistan as part of the Gender Responsive Policing (GRP)
Project. The Strategy is geared towards formulating a strategic framework
for gender responsiveness of the police.
The Gender Strategy of Police has been prepared through a process of
consultations with the police organizations of Pakistan. The National
Police Bureau has facilitated in organizing the national and provincial
consultations, engaging more than one hundred police representatives
in the strategy deliberations. The gender based challenges and proposed
reform measures as articulated in the consultations were translated into
specific priorities for a policy framework in the form of a Gender Strategy
of Police by the GRP Project. The first draft of the Strategy was reviewed by
a few senior police officers while the second draft was shared with all the
police organizations for review and comments.
We highly recognize the participation, interest and valuable input of the
senior and middle management of the police in the formulation and review
process of the Gender Strategy of Police. It was encouraging to receive a
positive feedback from the police organizations on the Strategy document.
We are thankful to the police organizations for their interest in promoting
the equality perspective across the organizational and operational streams.
The GRP Project in collaboration with NPB gratefully acknowledges
endorsement of the Gender Strategy by the Chiefs of all police
organizations.
4
The Gender Strategy document belongs to the police organizations in
Pakistan. The policy and operational level commitment and support from
the political and police leadership are the critical factors for meaningful
implementation of the Gender Strategy. The NPB and GIZ are especially
appreciative of the support received from the Ministry of Interior and a
high-level policy assurance from the Prime Minister of Pakistan articulated
during the International Women Police Conference – November 2011, for
ensuring implementation of the strategic priorities outlined in the Gender
Strategy of Police.
We believe that the Strategy’s framework will prove to be a valuable
instrument towards catalyzing an implementation and action plan for
enhancing the scope and quality of gender responsiveness in the police in
Pakistan.
Equality in Perspective
In preparing this Strategy, the Gender Crime Centre of the NPB has
collected statistics from the Establishment/Administration branches
and provincial police headquarters of Azad Jammu and Kashmir (AJK),
Balochistan, Gilgit-Baltistan, Islamabad, Khyber Pakhtunkhwa (KPK),
Punjab, National Highways & Motorway Authority, Railways and Federal
Investigation Agency (FIA), and all the police training institutes. We
acknowledge the support of the concerned police departments for data
provision.
2012 – 2016
GENDER STRATEGY OF POLICE
5
CONTENTS
Acronyms7
Policy Commitment - A Way Forward
6
9
Introduction
11
Rationale
12
Gender Context
15
Gender Audit 15
Outcomes of Strategy Consultations
17
The Strategy Framework
25
Layout of Priorities and Specific Actions 26
Pre-requisites for Strategy Implementation 35
Gender Responsive Plan of Action 37
Annex-1: Strategy Consultation Framework 41
Annex 2: Strategy Consultations – Key Outcomes 45
Reference Resources 50
Addl IG Additional Inspector General of Police
AIG
Assistant Inspector General of Police
AJK
Azad Jammu & Kashmir
ASI
Assistant Sub Inspector
ASP
Assistant Superintendent of Police
CCPO
Capital City Police Officer
CEDAW Convention on the Elimination of all Forms of
Discrimination against Women
CPO
City Police Officer
CSOs
Civil Society Organizations
DIG
Deputy Inspector General of Police
DPO
District Police Officer
DSP
Deputy Superintendent of Police
EVAW
UN Declaration on Elimination of Violence Against Women
FC
Frontier Constabulary
FIA
Federal Investigation Agency
GB
Gilgit-Baltistan
GBV
Gender based Violence
GCC
Gender Crime Center
GCU
Gender Crime Unit
GIZ
Deutsche Gesellschaft fuer Internationale Zusammenarbeit
HC
Head Constable
IGP
Inspector General of Police
KPK
Khyber Pakhtunkhwa
LCU
Ladies Complaint Unit
MDGs
Millennium Development Goals
NH&MP National Highways & Motorway Police
NPB
National Police Bureau
PHQ
Police Headquarters
PPO
Provincial Police Officer
RPO
Regional Police Officer
SDPO
Sub Divisional Police Officer
SHO
Station House Officer
SI
Sub Inspector
SOPs
Standard Operation Procedures on dealing with Women
and Investigating Crimes of Violence against Women
SP
Superintendent of Police
SSP
Senior Superintendent of Police
VAW
Violence Against Women
VSO
Victim Support Officer
WPS
Women Police Station
Equality in Perspective
ACRONYMS
2012 – 2016
GENDER STRATEGY OF POLICE
7
The Strategy offers an opportunity to
collectively work towards policing with
a gender equality perspective
8
Policing with equality perspective is a pre-condition for access to justice
and fulfillment of human rights’ commitment. The provision of policing
services with respect for diversity (valuing people’s differences) and equity
(fair outcomes) is essential to increase public confidence in the institution
of police for offering assistance and protection from harm and threat. The
present day challenges of security are immense and the demand for police
assistance, protection and maintenance of law and order has increased
manifold. Therefore, a greater need exists to enhance the scope of policing
and expand the resource base of the police.
The effectiveness of policing is central to protecting the rights of citizens
as guaranteed in the constitutional provisions. Protection of the rights of
women and girls is equally an important obligation of the police. The police
service is committed to fulfill its mandate of protection of women and girls
and undertake necessary measures to improve its procedures, protocols
and processes.
The police service is
committed to fulfill its
mandate of protection of
women and girls...
There is a growing realization all over the world for working towards a
gender responsive policing – as an institutional imperative to change the
culture of policing to sensitively respond to the assistance and protection
needs of women. Improvement of the representation and role of women
in the police is yet another institutional exigency to guarantee equal
opportunities for recruitment and participation of women in active policing
alongside men.
The formulation of Gender Responsive Strategy of Police is an illustration
of our commitment to the vision of promoting gender sensitive policing
in Pakistan. The goal is to cultivate gender sensitive thinking and practice
within the police processes to foster inclusive participation and access
to gender-just policing. Therefore, the Strategy offers an opportunity to
collectively work towards policing with a gender equality perspective.
The Plan of Action at the level of individual police organizations will
put the necessary policy actions in place over a period of the Strategy
implementation. The progress review will further assist in assessing the
impact of the Gender Strategy.
The ‘Gender Strategy of Police 2012 – 2016’ is endorsed by the Chiefs of
the Police Organizations which include: Punjab Police, Sindh Police, Khyber
Pakhtunkhwa Police, Federal Investigation Agency, Balochistan Police, Gilgit
Baltistan Police, National Highways & Motorway Police, Pakistan Railways
Police, Azad Jammu & Kashmir Police and Islamabad Capital Territory Police
Equality in Perspective
Policy Commitment - A way forward
2012 – 2016
GENDER STRATEGY OF POLICE
9
The Gender Strategy sets out the organizational
and operational level guidelines for the police
organizations of Pakistan
A just, effective and
representative police
system is one that
respects the fundamental
rights of all citizens
and complies with the
national and international
commitments of gender
equality and women’s
rights
10
Reaching out to the community with gender
responsive policing services entails respecting
citizens’ rights and fulfilling diverse security
needs of women and men. Gender equality1
reforms aim at removing the structural barriers
that deny access of women to opportunities
and entitlements relative to men. The relational
inequalities are evident in the form of gender
stereotypes and biases. The gender perceptions
are reflected in public service organizations
through policies and processes that cause
differential impact on women and men. The
role of public service organizations is hence
vital in transforming the organizational culture,
structure, system and services to represent the
interests2 of both men and women.
processes to prevent, reduce and better
respond to the crimes against women and girls.
The Gender Strategy guidelines are developed
on the basis of the findings of the Gender Audit
of Police Organizations of Pakistan (June 2010)
and outcomes of the national and provincial
Gender Strategy consultations (2010-2011).
Recognizing the regional diversity and province
specific police details, the Strategy provides
a framework of broad gender equality
measures to be further translated into specific
operational priorities by individual police
organizations. Given the gender context of the
police organizations in Pakistan, the Strategy
enlists the strategic priorities and a set of
related actions. To support the implementation
process, the Gender Strategy outlines a Gender
The police as a service delivery organization is
Responsive Plan of Action, illustrating the focus
mandated to uphold the rule of law, maintain
areas and expected outcomes for the period
peace and order and protect life and property
of 2012 – 2016. A template for the Yearly
of the people. The vision of police reforms
Action Plan is also provided for the police
seeks reshaping of police into a professionally
organizations to layout tasks, responsibility,
competent, operationally neutral and publicly
accountable service delivery organization. From timeline and resource allocation in relation to
a gender equality perspective, the police as an the identified gender priorities.
institution has to be responsive to the distinct
Drawing on the Strategy framework, the police
needs and concerns of women and men
through provision of effective policing services organizations shall formulate the organization
specific Plan of Actions for the Strategy period
and advancement of enabling organizational
as well as the Yearly Action Plan with a regular
culture and structure.
review and follow up.
The Gender Strategy sets out the organizational
The responsibility for implementation and
and operational level guidelines for the police
progress review of the Strategy rests with
organizations of Pakistan to expand their
the Police Chiefs (IGPs) of individual police
efforts to enhance the value and contribution
organizations and its different organizational
of women in police and develop systematic
organs, whereas the task of reviewing the
1 Gender equality is about opportunity, rights and entitlements
Strategy, sharing practices for implementation
to human, social, economic and cultural development and equal
voice in civic and political life (DFID Gender Manual 2002). Gender
and improving the Strategy guidelines shall
equality concept refers to analysis of social realities of women and
men to understand the context and create conditions for exercise
be performed by the NPB in facilitation with
of rights and attainment of benefits
the Steering Committee on Human Rights and
2 Interests relate to redressing inequalities between women
& men in roles, opportunities, entitlements to social, economic,
Gender Issues.
legal and political rights and resource distribution to eliminate
discrimination and enhance status of the deprived group
Equality in Perspective
INTRODUCTION
2012 – 2016
GENDER STRATEGY OF POLICE
11
Rationale
A just, effective and representative police system is one that respects
the fundamental rights of all citizens and complies with the national and
international commitments of gender equality and women’s rights. The
constitutional provisions on equal rights and equal protection and the
national commitments on women’s empowerment, access to justice and
protection from gender based violence serve as the policy premise for
institutional level gender equality strategies.
The Constitution of Pakistan guarantees equality and non discrimination
in articles 25, 26, 27 under fundamental rights. Articles 34, 35, 37(e) and
38 in principles of policy affirm participation of women in all spheres of
national life and their social and economic well being.
Source: http://www.pakistani.org/pakistan/constitution/
The international obligations make it mandatory for the state to take all
appropriate measures to eliminate discrimination and promote equality.
The Convention on the Elimination of all Forms of Discrimination against
Women (CEDAW) urges the state to remove discriminatory laws and work
for substantive equality - to look at the impact of laws on women and
maintain oversight to ensure that women are not discriminated against.
The Beijing Declaration and the Platform for Action of the Fourth World
Conference have paved the way for the UN member states to reaffirm their
commitment to gender equality in twelve areas of critical concern.
The Millennium Development Goals (MDGs) seek the signatory states to
address women’s concerns in the attainment of all eight goals with two
specifically focusing on women’s empowerment. The UN declaration on
Elimination of Violence Against Women (EVAW) calls upon the states to
pursue a policy of elimination of all forms of VAW with adequate resource
allocation and effective provisions for protection.
The role of police concerning protection of citizens against crimes
underscores the need for serving all persons equally without any biases
and in accordance with the norms and standards for human and women’s
rights protection. Variation in the nature of security threats for women and
men and prevalence of gender based violence1 (GBV) in its various forms
demands adequate police assistance and protection. Evidence suggests
that women’s access to police is constrained on account of social attitudes
of blaming victims and considering VAW, especially the domestic violence,
1 GBV is an expression of control and domination to limit the ability of a person to make choices about
life. It is the act or threat of harm committed against a person’s will, is a result of power imbalance. VAW
is gender based violence as it is used to maintain unequal gender relations. CEDAW states that GBV is
“violence that is directed against woman because she is a woman or that affects women excessively”.
Violence may be physical, sexual, psychological, economic, or socio-cultural (GRP Information ResourceMay 2010).
12
...the police as an
institution has to be
responsive to the distinct
needs and concerns of
women and men through
the provision of effective
policing services and
advancement of enabling
organizational culture and
structure
The UN declaration on
Elimination of Violence
Against Women (EVAW)
calls upon the states
to pursue a policy of
elimination of all forms
of VAW with adequate
resource allocation and
effective provisions for
protection
The adequacy of police response largely depends upon changing the
culture of gender bias, creating gender awareness, building capacities
on dealing with gender based crimes and improving related operational
procedures to ensure delivery of gender-just policing services. The
provision of strategic guidelines to improve policing services with adequate
gender equality considerations is a pre-requisite for protection of women
and girls and their equal and fair access to justice.
At the institutional level, representation, contribution, advancement and
recognition of women in police are gender equality essentials to promote
inclusive policing culture and practice. Inclusion in the police can be
empowering for women to participate in the policing affairs and have
access to the opportunities to enhance capacity and perform different
policing functions. The increased representation and enhanced status of
women in police can empower women service seekers to approach the
police for assistance with confidence and without fear of re-victimization.
The prevalent gaps in women’s representation, advancement, capacities
and positioning within the police indicate a dire need for policy directions
to systematically overcome the institutional level gender deficits.
The adequacy of police response largely depends upon changing the culture
of gender bias, creating gender awareness, building capacities on dealing
with gender based crimes and improving related operational procedures to
ensure delivery of gender just policing services
Equality in Perspective
a private matter outside the purview of the criminal justice system. The
fear of stigma, lack of adequate legal provisions and gender biases in the
criminal justice system discourage reporting and registration of cases of
gender based crimes.
2012 – 2016
GENDER STRATEGY OF POLICE
13
The Gender Audit methodology and analysis
generated qualitative and quantitative results
to set a benchmark for mainstreaming gender
equality perspective into the police service
14
The gender context unfolds the prevalence
of gaps in policy and practice of the police
organizations with regard to their gender
responsiveness. The analysis of the context
looks into the organizational sensitivities for
equal work opportunities and responsive
policing services. The findings of the Gender
Audit of the Police Organizations and outcomes
of the Gender Strategy consultations have
informed the strategy framework.
Gender Audit’s Elements of Analysis:
ƒƒ Policy Action and Influence
ƒƒ Role of Police Management and
Accountability
ƒƒ Organizational Image and Sensitivity to
Women
ƒƒ Structure and Information System of Police to
Address Women-related Crimes
ƒƒ Reporting on Women-related Crimes and
VAW
ƒƒ Cooperation and Learning Opportunities
ƒƒ Enabling Opportunities for Women in Police
ƒƒ Recognition of Performance of Women
ƒƒ Attitudes of police officers
Gender Audit
a three levels of scoring: overall (cumulative
scores), organization-wise and element based
The Gender Audit was conducted in 2009scoring. The overall scoring trends of 21% high,
2010 as a participatory exercise to gauge the
31% medium, 27% low and 21% none illustrate
gender sensitivity1 of the police organizations
the need for enhancing the scope of gender
of Pakistan. The audit was facilitated by the
sensitivity within the police organizations and
Gender Responsive Policing (GRP) Project, a
translating the prevailing policy provisions into
joint initiative of the National Police Bureau and concrete actions.
the Deutsche Gesellschaft fuer Internationale
Zusammenarbeit (GIZ). The audit through
Among the police organizations, by aggregating
nine elements of analysis has gauged whether
high and medium score, the Motorway police
and how the police organizations have the
was ranked high with 61% followed by AJK
intentions and capacity to plan and implement
policies that ensure fairness at workplace
and in the policing services. The audit report
includes results of nine police organizations
based on scoring of high, medium, low and
none against a set of questions ranging from
the role of police management, influence and
accountability to organizational culture and
policing services and processes.
The Gender Audit methodology and analysis
generated qualitative and quantitative results
to set a benchmark for mainstreaming gender
equality perspective into the police service. The police at 59%. Railway police, Punjab and KPK
quantitative aspect of the audit was based on
have scored between 57-50%. The ranking of
Sindh, Balochistan and Gilgit-Baltistan police
1 Gender Sensitivity means recognizing different social
ranged between 44-40% while Islamabad police
positioning of women & men, knowing its negative implications
on their access to and control over resources and incorporating
positioned at 37%.
different needs and interests of women & men (their concerns)
into policies and actions
Equality in Perspective
Gender Context
2012 – 2016
GENDER STRATEGY OF POLICE
15
The police organizations with scores of 50%
and above have indicated presence of fair
policy provisions and actions to some extent.
Scoring pattern in low and none categories
draws our attention towards gender gaps. The
police vision reflects links to national gender
equality commitments and its various policy
documents affirm the security and protection
of women. Nevertheless, the audit responses
reveal inadequacy of concrete strategies and
operational mechanisms to translate the
gender policy commitment into organizational
priorities.
There is little emphasis on institutionalized
approach to gender equality reforms. The
policy outcomes can be visible when there
is adequate demonstration of political will
and commitment of the senior management
backed by sufficient human and financial
resources to improve the status of women in
police and support women victims of violence.
The political will varies across the police
organizations at different tiers on account of
lack of awareness and gender sensitivity.
The women police constitute less than 1%
of the police service and they are sparsely
represented at mid and senior level police
ranks. There is a significant difference in
opportunities, resources, responsibilities and
16
recognition of women’s role. About 71% of
men officers indicated little recognition of
women’s role in the police and 66% suggested
to enhance the profile of women in police.
The audit findings suggest that the perspective
of women police is rarely represented at the
decision making forums and they lack career
development and opportunities for promotion.
Little field exposure and insignificant work
assignments limit their skills and opportunity
for growth. The police training lacks a
gender perspective that hinders adequate
understanding of distinct security needs and
differential impact of police procedures and
organizational processes on women and men.
The organizational culture of police as
identified in the audit reflects traditional
patterns of behavior showing biases towards
working women and women victims/survivors
of violence. The responses from men in general
and women in particular illustrate that women
issues are not taken seriously and women
officers often find it difficult to assert their
position. Instances of inappropriate mannerism
were also shared that indicate disrespect
and insensitivity towards women officers and
organizational lapse to strictly observe a code
of conduct.
The collective audit responses identified lack
of sex-disaggregated data on cases of VAW,
limited number of women police, absence
of women (women desks) in mainstream
police stations and insensitive treatment of
women survivors of violence as factors leading
to inadequate police actions on VAW. The
institutional level gaps were identified across
the provinces with regard to information
collection (sex-disaggregated) system, reporting
and follow up on VAW.
The formulation and notification of the
Standard Operating Procedures (SOPs) on
dealing with women and investigating crimes
of violence against women is considered a
strategic gender responsive policy measure.
However, the audit revealed gaps in practice
as SOPs were not adequately pursued and
implemented across the capital and provincial
police organizations.
Outcomes of Strategy
Consultations
The key findings of the Gender Audit were
further reviewed during the Gender Strategy
consultation process1 involving senior to
1 One national and three provincial level Gender Strategy
Consultations were held engaging 101 police officers (59 men &
42 women) in deliberations. Annex 1 captures the Consultation
Framework (guiding question) and annex 2 covers the key features
of the Consultations’ Outcomes
mid level men and women police officers.
The specific objectives of the national and
provincial consultations were to:
ƒƒ Orient the police participants on Gender
Audit results
ƒƒ Review the key challenges at the
organizational and service provision levels
of the police and;
ƒƒ Identify priorities and actions for the
strategy formulation
Drawing on the Gender Audit analysis and
results, the following four themes were
selected for consultations to assess the gender
responsiveness of the police organizations and
suggest measures for its enhancement:
ƒƒ Human resource policies of police
ƒƒ Positioning of women in police and
workplace environment
ƒƒ Gender sensitivity in police training and
ƒƒ Police response towards violence against
women
Strategy Consultations - Key Questions
ƒƒ Why to have a gender strategy of police?
(define goal and objectives)
ƒƒ What are the problem areas and
opportunities? (context)
ƒƒ Which challenges need to be addressed?
(priorities)
ƒƒ What are the options for addressing them?
(actions)
ƒƒ What the strategy should achieve? (outcomes
& impact)
The Strategy discussions in several ways
corroborated the issues and challenges
presented in the Gender Audit.
The consultations explicitly established a
common pattern of challenges, although
of different enormity across the police
organizations, ranging from lack of women’s
representation in police to their feeble
assimilation in mainstream policing and from
inadequate gender orientation of training
Equality in Perspective
At the service provision level, the audit
responses referred to information and
reporting on women-related crimes and VAW.
About 65% of the staff believed crimes against
women are registered at the police stations.
Around 54% stated that increasing the number
of women officers and establishing more
women police stations would better address
the needs of women in reporting, investigation,
arrest, detention, prosecution etc. The invisible
role of women police stations and their limited
geographical spread were cited as major
challenges.
2012 – 2016
GENDER STRATEGY OF POLICE
17
measures to deficient policing services and
a subculture to deal with cases of violence
against women.
seats viz-a-viz open merit based recruitment.
In the presence of quota, women are not
considered on general/open merit seats.
The key aspects of gender-related issues that
emerged as a result of the deliberations with
the representatives of the police are captured
below.
Considering the quota as a restrictive measure
for women to join police, the Sindh police has
passed an order for recruitment of constables
on an open merit basis. They have abandoned
the quota policy.
Recruitment, Retention, Training and
Promotion of Women in Police
The identical recruitment and selection
criterion also appeared to be a limiting factor
for recruitment of women in the police. Very
often, the women cannot meet the criterion
of physical standards. The participants from
Punjab observed that 60% of the applicants do
not qualify for appointment due to a limitation
of physical (height) standards. A revision or
relaxation in criteria are rarely observed by
the police organizations as per the geographic
and social context except in a few instances.
A lack of standardized recruitment process,
absence of gender sensitive criterion and
lack of women’s representation in selection
committees are considered barriers to
achieving a systematic process of recruitment.
The women in police constitute less than 1%
of the total strength of capital and provincial
police organizations. The representation of
women at the higher ranks is minimal (85).
The majority of women police are serving
at the lower cadres (3,942 from inspectors constables).
Police Strength
453,901
Men
449,874
Women
4,027
Percentage of women
0.89%
Data: National Police Bureau, Police HQ Punjab & FIA. (December 2011)
The inadequacy of women’s representation
in police and across its different ranks and
functions has emerged as a key challenge to
gender mainstreaming. The reasons for little
representation range from a lack of influence of
gender roles and minimal policy actions to lack
of recruitment and progression of women in
the law enforcement career.
Despite introduction of 10% employment
quota for women by the federal government,
adherence to the policy varies across the
police organizations and the pace of inclusion
of women is slow. There are issues of lack of
proper planning and implementation of the
quota policy. Nowhere a policy of 10% quota
is being followed and it varies between 2-5%.
A misconception prevails with regard to the
employment of women on quota/reserved
18
Police Organization
Women in Police
AJK
70
Balochistan
103
Gilgit Baltistan
163
Islamabad
155
KPK
Punjab
438
1,798
Sindh
902
FIA
150
MP&NH
128
Railways
113
DIG/Director NPB
1
ASPs trainees & in FC
6
Data: National Police Bureau, Police HQ Punjab & FIA. (December 2011)
The turnover of women from the police is not
considered a major issue besides a lack of
availability of data to determine the extent of
turnover. However, without due consideration
The specificity of gender roles and social
construction of gender relations stand as
barriers to the career paths of women. The
social influences were high on the issue list of
consultations as a major obstacle to women’s
inclusion and participation in the police. They
compel women not to opt for a career in the
police or even if they do so, it is often at the
cost of pursuing less demanding positions
either on account of one’s own stereotypical
perception or the organization’s genderinsensitive policy orientation and norms.
Police
Organization
Islamabad police
Higher Ranks held by
Women Police
DIG
SSP
SP
DSP
ASP
-
-
1
2
1
Punjab
-
1
12
41
1
Sindh
-
-
6
10
-
KPK
-
-
-
-
-
Balochistan
-
-
-
1
-
Gilgit Baltistan
-
-
-
1
1
Director NPB
ASPs trainees &
in FC
Total
1
-
-
-
-
-
-
-
-
6
1
1
19
55
9
Note: AJK, MP&NH and Railways do not have women police officers of
above ranks.
Lower Ranks held by Women Police
Inspector
113
SI
184
ASI
311
HC
363
Constable
often refused field postings. Apparently, the
promotion criterion is the same for women
and men; however, inherent biases do exist
but are not considered as potential barriers to
women’s career progression.
2,971
Data: National Police Bureau, Police HQ Punjab & FIA. (December 2011)
The women police also lag behind in receiving
mandatory training courses which serves as
one of the bottlenecks to women’s promotion
to the senior ranks. A lack of opportunities for
specialized skills training is another limiting
factor. There are no prospects for personal
development, mentoring and exposure for
career growth. Inadequate training facilities,
out-of-town training venues and long duration
of the training courses discourage women,
especially those with the family obligations, to
avail the capacity development opportunities.
Despite long service tenures women are
often deprived of promotion to the higher
ranks because of the limited availability of
seats particularly at the executive level, noncompletion of mandatory courses and inability
to fulfill the promotion criteria. The field
tenure is a part of the criteria and women are
Data: National Police Bureau, Police HQ Punjab & FIA. (December 2011)
In KPK, currently there is no provision for
promotion of women beyond the level of
DSP. In NH&MP, women’s role is limited to
field patrolling and the career path does not
go beyond the position of Senior Patrolling
Officer (inspector level). In Railways, career
progression halts at the constable level
for women. Women’s upward mobility is
constrained due to a lack of policy preference
to structure career planning for women in the
police. Gendered notions of women’s role,
their contribution, capacity and commitment to
a police career are implicitly limiting factors to
elevating the status of women in police.
Role and Positioning of Women in Police
The role of women in police with respect to
different functions of policing is not clearly
defined to facilitate their deployment in a wider
range of duties neither upon appointment
nor during their career progression. By and
large, women police perform auxiliary role of
providing support to the male police in dealing
Equality in Perspective
to the issue, the reasons often cited for this
are familial demands and expectations from
women to primarily fulfill gender roles as
homemakers and caretakers.
2012 – 2016
GENDER STRATEGY OF POLICE
19
with women offenders and victims, helping in
the work life balance for both men and
house raids, body searches, performing security women police. It has implications for women
and court duties, etc.
with young kids or for those having other
responsibilities.
The field posting of women police is not
encouraged. Therefore, women are invisible in The women police referred to a lack of
mainstream police stations and often excluded sensitivity to their specific needs by male
from performing specialized functions such as
colleagues and supervisors. Men opined that
investigation, interrogation, forensic evidence
the issues of women police are not given
collection, etc. Women rarely serve as SHOs
priority on the plea of their limited number and
in general police stations except the Women
role in the police. Generally, women enjoy little
Police Stations (WPS) that are exclusively
space and opportunity to express their views
staffed by women. Recently, the Punjab police
and participate in policing processes.
has appointed four ASPs as SDPOs in Lahore.
The issues of harassment at workplace and
There is little impact made by Women Police
discrimination are experienced more likely by
Stations due to inadequate senior level support women than men. The consultations informed
and authority to exercise their given (limited)
that the extent of oversight, dissemination and
mandate. The approach of establishing WPS
implementation of sexual harassment rules
somehow contributed towards segregation of
varies to check and penalize inappropriate
women police from the mainstream policing
behaviors across and within the police
services. The police service largely perceives
organizations.
women police in a restrictive role, not in the
capacity of fully engaged officers performing
diverse policing functions.
Gender Sensitivity in Police Training
The consultations referred to a lack of
acknowledgment of women’s authority by male
colleagues and junior staff. It is a reflection of
gender biased attitudes towards women’s role,
ability and contribution in the public sphere.
The social attitudes, societal perception of the
nature of police work, subculture and structure
of police service and pervasive stereotyping1
of women police by male colleagues have
direct bearing on the assimilation of women
into mainstream policing. They act as limiting
factors towards developing appropriate
measures for appreciating diversity, integration
and capacity development.
The police representatives referred to a lack of
standardization of police training curriculum
in general and in particular with regard to
inclusion of gender sensitivity, women’s
rights and the issues of VAW-GBV as training
topics. Gender awareness is not adequately
mainstreamed in mandatory courses. Through
a few external assistance initiatives, the topics
of gender and human rights and attitudinal
change have been introduced at different
levels and in certain courses but not yet fully
integrated and endorsed as integral to the
teaching curriculum and assessment across the
training courses and institutions.
Working conditions in terms of lack of basic
facilities and often insensitive workplace
environment at police stations discourage
women’s deployment in those units. The
absence of flexible working hours affect
The curriculum suggests gaps in terms of
coverage, language, examples and omission
of legal provisions concerning women2 . The
SOPs for dealing with women and investigating
1 Stereotypes are widely held beliefs about traits and activity
domains that are deemed appropriate for women & men in a
given cultural context
20
2 Assessment of police training institutes & review of police
training curricula was carried out in 2009 under GRP project. The
Gender Strategy consultations in several ways have confirmed the
findings of the police training assessment
It has been observed that lack of orientation
on gender sensitive communication, reporting,
registration and investigation in the police
training leads to less awareness of the police
personnel on the needs of the victims and
insensitivity towards the women survivors of
violence.
The training of trainers of the police institutes
on SOPs of VAW and facilitation skills with a
thematic focus on gender and rights are latest
steps taken towards institutionalizing gender
within the police training systems. However,
at the moment there is no dedicated technical
support available on the issue of women’s
rights, gender sensitization and VAW-GBV to
properly integrate the related contents into the
police training programs and curriculum.
Teaching Staff: Police Training Institutes
Police
Organizations
Institutes
Men
Women
Sindh
9
186
7
Punjab
6
416
7
Sihala
1
35
5
KPK
3
113
-
Balochistan
3
75
-
AJK
1
39
-
Islamabad
1
13
-
Railway
1
15
-
NH & MP
1
24
-
Total
25
916
19
Data: Police Training Institutes. (July 2011)
The inadequacy of training structures and
mechanisms has implications for professional
learning and career development of both men
and women police personnel. It was also noted
that absence of formal police training policy
reduces the options for introducing structural
gender reforms1 in training processes.
Women’s participation in the development and
implementation of training process is minimal.
In 25 police training institutes there are 19
women and 916 men instructors. The women
are invisible at the higher level positions.
There is one women SP working as Deputy
Commandant in Sindh. In KPK and Balochistan
training institutes there are no women staff
on account of peculiar geographical and
cultural context. There has been less focus on
developing the capacities of training instructors
and improving the training facilities and
learning environment with implications on the
training quality and impact.
Police Response Towards Violence Against
Women
The deliberations on the police response
towards crimes committed against women and
girls, especially the various forms of violence
referred to inadequacy of operational services,
legal provisions, political will, police attitudes,
awareness, skills, resources, practice and
little accountability as major fault lines that
contribute to minimal police intervention on
the issue of crimes of VAW.
The organizational culture of police and its
operational processes by and large reflect
traditional patterns of behavior with gender
bias towards women survivors of violence.
Stereotypes about violence against women
lead to standard police response of trivializing
and decriminalizing VAW. The lack of priority
and insensitive attitudes were, hence,
quoted as key factors for implicit and explicit
disapproval by the police to record complaints
of VAW. This leads to a lack of policy influence
and action and inadequate allocation of
1 Structural gender reforms refer to fundamental systemic
changes to ensure fair process and practices for equal
engagement of women & men in different domains.
Equality in Perspective
crimes of violence against women have not
been made part of formalized training courses.
Initiatives, however, are underway to integrate
SOPs in mandatory training courses. The Punjab
police has recently integrated the SOP module
into the regular training courses.
2012 – 2016
GENDER STRATEGY OF POLICE
21
Standard Operating Procedures (SOPs) on Dealing with Women & Investigating Crimes of
Violence Against Women
The SOPs aim at providing immediate assistance to women victims with respect and sensitivity
and outline procedures at operational, strategic and normative levels. They seek establishment
of the Ladies Complaint Units in mainstream police stations staffed with trained women
police. Their role is of receiving complaints, interviewing, investigation, referrals, follow up and
reporting to the senior officers in support and coordination with the duty officers and SHOs.
The SOPs require data gathering from all the police stations and trend analysis on crimes
against women through the Gender Crime Units at the provincial level. Enhanced role of the
Gender Crime Cell in the National Police Bureau is proposed to process data on VAW from
across the police organizations and present it to the decision and law making forums for policy
actions.
Source: SOPs for Police for dealing with women & investigating crimes of violence against women- National Police Bureau- Ministry of
Interior- 2008-9
resources for prevention and management of
crimes against women.
The police also refers to the prevailing
patriarchal practices and legal deficits as
obstacles in effective management of crimes
against women. This is especially true in
domestic violence, which cannot be justified
and presented as an argument for denial of
police assistance and protection within the due
course of law. In addition to police reporting
and information gaps on complaints of VAW as
identified in the Gender Audit, the discussions
considered the dearth of women police in
mainstream police stations, little powers
and facilitation of women police stations,
limited capacity of police personnel, poor
infrastructure, ineffective linkages with service
providers and absence of interaction with the
community as other substantial limitations to
effective handling of cases of VAW.
It was noted that the SOPs on VAW are not
fully operational on a wider scale. As a pilot
initiative, so far nine Ladies Complaint Units
have been established in Islamabad, AJK-Mirpur
and Punjab-Lahore along with one Gender
Crime Center in Islamabad in assistance with
the GRP Project to support implementation of
the SOPs. The capacity building on the SOPs
continues with specific focus on the LCU staff
and the station clerks to properly handle and
record crimes against women. The progress of
the Ladies Complaint Units thus far suggests
facilitation in reporting crimes of violence
against women. Nevertheless, operational
constraints exist in terms of assigning staff to
these units, supervision by the seniors and
integration of data on violence against women
in overall crime statistics.
The expansion of the Ladies Complaint Units
is also hindered because of a limited strength
of women in police to be engaged in this
initiative. The willingness and ownership at
the institutional level is considered crucial to
increasing the coverage and proper functioning
of these units.
The lack of priority and insensitive attitudes were quoted as key factors for implicit and explicit
disapproval by the police to record complaints of VAW [...] The police also refers to the prevailing
patriarchal practices and legal deficits as obstacles in effective management of crimes against
women
22
Equality in Perspective
2012 – 2016
GENDER STRATEGY OF POLICE
Shift in role from segregated to a more
integrated policing and assignment of specialized
functions are keys to enhancing the role and
visibility of women in policing
23
Cultivate gender sensitive thinking and practice
across organizational processes and operational
services to foster inclusive participation and
gender just access to policing
24
A Gender Responsive Strategy sets out a goal, objectives at three levels
of intervention, strategic priorities and specific actions for the police as
guidelines for promoting a change towards gender equality. Following from
this strategy, the police organizations will develop gender responsive Plans
of Action given their gender equality status and ability to achieve targets
within certain timelines.
Goal
Cultivate gender sensitive thinking and practice across organizational
processes and operational services to foster inclusive participation and
gender just access to policing.
Levels of Strategy
The Strategy defines objectives at three levels of intervention to enhance
influence and reflection of equality dimensions in policy, workplace
and service delivery domains of the police. The policy support, work
environment and policing services are interlinked as objectives and actions
at one level with bearing on one another. The policy support is essential
for application of the Gender Strategy and most crucial for attainment of
equality goals and objectives related to the work environment and policing
services.
Objectives
Policy support:
Inspire leadership support and commitment to
equality perspective in organizational matters and
policing procedures
Work environment: Build inclusive organizational environment to
motivate women and men to participate fully,
progress equally and act responsibly
Policing services: Improve policing services to facilitate survivors of
VAW and sensitively respond to gender specific
protection needs of citizens
Strategic Priorities
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
Improve representation of women in the police
Develop capacities and competencies of women police
Enhance role, positioning and visibility of women police
Cultivate gender sensitive work environment
Assimilate gender learning into police training
Enrich policing services with a gender equality perspective
Equality in Perspective
THE Strategy Framework
2012 – 2016
GENDER STRATEGY OF POLICE
25
Layout of Priorities and Specific Actions
The Gender Strategy articulates a set of specific actions. The actions are
drawn from the Strategy consultations. The specific actions are aligned to
the strategic priorities. The priorities and actions are the guidelines for the
Police Organizations to work towards policing with an equality perspective.
Strategic Priority # 1
Improve representation of women in THE police
Review of existing recruitment targets and processes, and the formulation
of actionable plan by the police organizations are essential to increase
women’s strength in the police. The consultations have suggested
standardization of recruitment and human resource management policies
especially regarding women’s inclusion in the police.
Specific Actions
1. Set yearly recruitment targets and significantly increase the number
of sanctioned seats for women at the induction level (especially the
senior level). Meaningful targets to be set, keeping in view the need
for developing a fully representative and balanced police service to
meet diverse security needs of all citizens
2. Devise a plan for implementation of 10% recruitment quota. Clarify
the policy of quota versus open merit to dispel the misconception of
ineligibility of women to apply on general (open merit) seats in the
wake of recruitment quota
3. Revisit and rationalize the recruitment criteria by focusing on task
oriented personal competencies. Consider viability and applicability
of physical standards for men and women applicants. Biological
construction of men and women requires different standards of
physical stature. Less emphasis on physical nature of policing and
increased focus on personal attributes and interpersonal skills will add
value to the recruitment and human resource management
4. Take positive recruitment actions given the social context in
geographical areas where there is gross under-representation and
limited pool of qualified women applicants
5. Consider recruitment of women against specialized positions along
with skill-oriented training to widen the range of competencies and
presence of qualified women in the police
6. Increase women’s presence in police training institutes through direct
recruitment as training specialists in different fields
7. Encourage recruitment of daughters of police martyrs on Shuhdha
(martyr) quota alongside their sons
8. Promote gender sensitive selection and interviewing process to deal
with subtle stereotypical beliefs about capability and suitability of
women to perform policing tasks and undertake supervisory roles
26
Set yearly recruitment
targets for improved
representation of women
in police
10. Take practical measures to attract increased number of talented
women to opt for career in police through improving the workplace
environment, work life balance and diversity in the policing role
11. Prepare a recruitment guide for women entering the police service
providing information on functions in policing, recruitment process,
professional development opportunities and congenial work
environment
12. Widely disseminate the advertisements of recruitment through print
and electronic media to reach greater audience and arrange campaigns
in educational institutions to encourage inclusion of educated women
in police
13. Arrange preparation camps to guide and support women for induction
in the police service
14. Enhance job descriptions to reflect position-oriented tasks and
skills and ensure integration of gender sensitive behavior and work
requirements
15. Performance appraisals (Annual Confidential Reports) to include
additional element of gender sensitivity to make police personnel
responsible for gender equality actions
Strategic Priority # 2
Women’s equal access
to job training and
capacity building for
career development is a
critical factor for career
progression
Develop capacities and competencies of women police
Inclusive participation and aspirations to excel in police career requires
good standards of policing work. Training and capacity building are
strategic means to improve the standard of policing and develop requisite
competencies among police personnel to progress and make meaningful
contribution. Women’s lack of equal access to job training and capacity
building for career development seriously constrain their opportunities
for progression. Few police organizations are far behind in their training
achievement for women staff.
Specific Actions
1. Increase women’s access to mandatory job training by setting annual
targets to fill the existing training gaps on a priority basis
2. Develop a joint schedule with the training institutes to regularize
training for women police and ensure their timely enrolment in
induction, promotion and refresher courses
3. Ensure enrolment of selected women police in specialized policing
skills courses along with provision of field attachments to enhance
their experience of practical work. Prioritize policing skills to be taught
based on the redefined role and tasks of women in police
4. For improving the professional standards, it is valuable to develop
Equality in Perspective
9. Ensure inclusion of gender analysis aspects in pre-employment
psychological testing to determine the level of gender sensitive
personality characteristics of men and women candidates
2012 – 2016
GENDER STRATEGY OF POLICE
27
appropriate medium term capacity development plan for women
police, incorporating training courses on basic and advanced policing
skills and personal development competencies
5. Initiate mentoring program for women police working at different
levels through engagement of field specialists as mentors from inside
and outside the police. Mentoring can help women deal with service
related challenges and prepare them for assuming higher level of
responsibility and leadership positions
6. Improve the basic infrastructure like hostels, classrooms and lavatories
of the training institutes making it viable for trainees especially women
to willingly attend the courses. Small level crèche facilities can be of
great value for women trainees having young kids
7. Training institutes to diversify training methodology and rethink course
durations allowing greater participation of women police having
parallel work and family responsibilities
Mentoring can help
women deal with service
related challenges
and prepare them for
assuming higher level
of responsibility and
leadership positions
Strategic Priority # 3
Enhance role, positioning and visibility of women police
Equal opportunity entails exercise of full employment rights, recognition
of women and men’s potential and equitable layout of roles and access
to diverse positions. Shift in role from segregated to a more integrated
policing and assignment of specialized functions are keys to enhancing the
role and visibility of women in policing. Women’s inclusive participation can
pave a way for women’s progress and elevated position in police.
Specific Actions
1. Rethink the current role and participation of women in policing.
Redefine women’s role from support to main functions and from
segregation to mainstream. Women as equal employees can perform
different specialized and general policing tasks as well as specific
function of dealing with crimes of violence against women. Adequate
conceptualization of women’s role and career path in policing can have
a positive impact on recruitment of women in police
2. Ensure women’s deployment in the mainstream police stations to
cultivate a culture of working together and acceptance among the staff
and public of women’s role in mainstream policing
3. Encourage deployment of women police on important field positions
such as SHOs, SDPOs and DPOs with adequate support to perform and
break the stereotype of unsuitability of particular roles for women in
police. Specific capacity building and field attachment programs can
prepare women police to assume significant field positions
4. Women’s under-representation at senior level is inevitably linked to
women’s general under-representation in police and across policing
functions. Structural barriers to women’s advancement must be
remedied through positive and transformative actions to:
28
Redefine women’s
role from support to
main functions and
from segregation to
mainstream
Create organized
spaces for cooperation,
collaboration and
professional advancement
of women police through
establishment of a
representative Women
Police Network
6. Enhance women’s role in training, invest in trainers’ capacity
development and ensure their participation in curriculum
development processes
7. Encourage posting of women at senior level positions starting off with
a few training institutes by giving them role in the decision making and
training management
8. Create organized spaces for cooperation, collaboration and
professional advancement of women police through establishment
of a representative Women Police Network. As a collective forum,
the network can discuss issues concerning women’s interest at
organizational and service provision levels
9. Acknowledge and highlight the good performance and achievements
of women police through different communication mediums as
motivation for others to follow the path
Strategic Priority # 4
Cultivate gender sensitive work environment
Workplace environment and organizational culture has direct bearing
on work practices and processes, performance, attitudes, interaction
and motivation of police. Organizational culture is largely influenced by
societal norms and manifests itself in the form of policy actions, work
arrangements and behavior patterns. Traditional and gender biased
thinking towards women working in the public sphere also has its negative
implications for women in police. Gender sensitive treatment and
workplace practices go a long way in ensuring equitable work provisions
and favorable organizational culture for both women and men staff to fully
contribute to the policing goals.
Specific Actions
1. Police organizations, especially at the senior management level, to
demonstrate commitment to advance gender sensitive workplace
practices and develop a positive image of police culture with regard to
equal opportunities, fair treatment and inclusive participation.
Examples of demonstration of senior level commitment are personal
belief in equality, reflections in personal practices, giving gender
Equality in Perspective
a. improve the pace and process of progression of women through
different police ranks
b. increase the sanctioned positions for women’s recruitment and
promotion
c. rationalize the promotion process to overcome the existing gaps
and backlog
5. Improve representation of women in police training institutes with
introduction of career path, performance based incentives and women
specific facilities to make postings at training institutes more attractive
2012 – 2016
GENDER STRATEGY OF POLICE
29
supportive policy statements, encouraging equality initiatives,
prioritizing gender sensitive measures, dedicating resources and
ensuring compliance of policy directives
2. Consciously work towards changing the organizational culture through
formal awareness raising and making gender sensitive workplace a
training topic of induction courses
3. Develop and adopt standard operating procedures on workplace
norms concerning day-to-day behavior, attitudes, interpersonal
communication and practices of women and men police officers
especially at the field level to ensure non-discriminatory work
environment. Assign oversight responsibility to supervisors to uphold
equality of treatment and properly deal with non-compliance
4. Strengthen monitoring and complaint mechanism for dealing with
cases of sexual harassment in police organizations specifically where
there are policy and procedural gaps.
a. Develop a comprehensive anti-sexual harassment policy with
applicable and effective mechanism for implementation
b. Ensure involvement of credible women and men officers in
complaint management process
c. Create awareness about sexual harassment issue and related
policy provisions across all tiers of the police organization. Make
it a part of the induction courses as well as organize exclusive
awareness sessions
d. Issue a policy statement on zero-tolerance against sexual
harassment and discrimination at workplace. It is to reassure the
staff of seriousness of the institution in effectively dealing with
complaints of inappropriate behavior
5. Introduce family friendly policies to encourage work life balance
through following measures in line with the workplace and staff
requirements along with provision of adequate funds:
a. Child care facility at workplace or within local areas (explore
options for subsidized services or arrangement in cooperation with
other organizations)
b. Part time work option and other flexible work practices
c. Adherence to duty shifts, workload management and
rationalization of duty hours
d. Pick `n drop at distant duty locations and accommodation facilities
especially for women staff
e. Paternity leave1
f. Recreation break
g. Annual family retreats
6. Prioritize provision of basic infrastructure facilities and transportation
in police stations, police offices and training institutes to ensure
adequate service delivery especially keeping in view the needs of
1 Paternity leave is meant to facilitate father of a newborn to share responsibility with his spouse.
Paternity leave entitlement varies from a few days to long duration. Organizations can decide on number
of days given the pattern of the social need.
30
Create awareness about
sexual harassment
issue and related policy
provisions across all tiers
of the police organization
Police training courses to
integrate different aspects
of gender awareness and
analysis in the context of
policing [...] an exclusive
training module on gender
sensitization for different
cadres to be developed
and formalized as part of
the mandatory courses
Assimilate gender learning into police training
The knowledge of gender issues and understanding of its relevance to
policing is of significant value to mainstream gender perspective into
policy and practice of the police. Training helps in acquiring job related
information and skills, and in shaping and reshaping attitudes towards
work. Training communicates a vision and mandate of the police and
develops a perspective about the norms and values of policing. Therefore,
gender orientation of the police training is important to inculcate gender
sensitive values and norms among the police with positive reflection on
policing practices.
Specific Actions
1. Police training institutes (curriculum development committees) to
work towards improving gender orientation of all police training
courses drawing on gender gaps as identified in the training curriculum
review (2009) and the Strategy consultations
2. Integrate different aspects of gender awareness and analysis across
training topics/modules elaborating socio-cultural realities and impact
of gender differentiation on social positioning of men and women.
This allows better understanding and redressing of gender inequalities
in the context of policing. Topics of women’s rights, international
conventions and commitments, gender based violence (VAW), Islam
and gender and gender sensitive policing to be specifically integrated
3. In addition to the integration across training topics, an exclusive
training module on gender sensitization for different cadres to be
developed and formalized as part of the mandatory courses
4. Regularly review and upgrade course curriculum and ensure inclusion
of all important laws and legal provisions concerning women’s
protection
5. Course curriculum to be standardized and minimum standards of
gender learning to be established focusing on gender sensitive
content, language, illustrations, exercises, analysis, materials and
training methodology
6. Make Standard Operating Procedures on dealing with and investigating
crimes of violence against women an integral part of training courses
tailored to the job requirements of different police ranks
7. Develop a pool of trainers capable of conducting generic gender
sensitization training and thematic sessions on SOPs related to crimes
of violence against women in regular training courses
Equality in Perspective
Strategic Priority # 5
31
2012 – 2016
GENDER STRATEGY OF POLICE
women police. Women police to be specifically facilitated while
performing late night duties especially offering pick `n drop from and
to the residence
8. Training institutes to ensure availability of gender subject specialist
for review, development, integration and upgradation of course
curriculum from a gender perspective
9. Examination and course assessment to include questions on gender
awareness to enhance the value of training on equality
10. Specialized policing skills courses such as investigation, anti-terrorism,
security, intelligence, etc to include gender analytical content aligning
police work with requirements of gender roles and distinct security
needs of women and men
11. Organize periodic seminars on gender responsive policing topics
and support research initiatives to develop knowledge resources for
influencing policy actions with technical support from research and
international organizations
The role of police in
prevention of crimes and
protection of women
and girls against violence
is crucial, and hence
barriers to their access
need to be addressed
through effective policing
Strategic Priority # 6
measures
Enrich policing services with A gender equality perspective
Enrichment of policing services and modification of operational protocols
are essential to fairly respond to diverse assistance and protection needs
of women and men. Equal recognition of citizens’ right to access police
service and exercise legal entitlement irrespective of identity lines - sex,
class and ethnicity etc - is of significance for police to build an inclusive,
rights respecting and gender just image of police. The role of police in
prevention of crimes and protection of women and girls against violence
is crucial, and hence barriers to their access need to be addressed through
effective policing measures.
Specific Actions
1. Police organizations to enhance operational procedures reflecting
gender perspective in interaction with the public and on preventing
and managing different types of crimes. Articulate, disseminate and
conform to gender sensitive provisions for dealing with complainants,
suspects, alleged offenders, victims, witnesses, other service seekers
and stakeholders
2. Prioritize police response and actions on the issue of violence against
women. Political will of the senior police management in the form of
clear policy directives is critical to ensure ownership within the police
ranks and translate policy directives into specific actions
3. Police annual plans to include gender responsive policing priorities
especially response and actions on crimes against women indicating
objectives, targets and the allocation of sufficient resources
4. Develop measurable performance indicators for reviewing and
analyzing the police performance on taking practical steps in
prioritizing, sensitively handling and following up the crimes of
violence against women
32
Police annual plans to
include gender responsive
policing priorities
especially response
and actions on crimes
against women indicating
objectives, targets and
the allocation of sufficient
resources
6. Like other specialized functional sections, the police organizations
can consider developing a special unit/police squad on the crimes of
violence against women to plan, extend expert support and oversee
handling, investigation, follow up and referrals of reported crimes
against women at the operational level. The unit can also strategize on
working with the community and the service providers on prevention
and support mechanism for the survivors of violence
Synergy in provision of
services to the survivors
of violence is essential to
support women’s result
oriented access to justice
7. Other option could be designating senior officers in each of the police
regions to exclusively work as liaison officers on crimes of violence
against women. They can support the police stations and the Ladies
Complaint Units/women desks in dealing with and following up
the reported cases of violence. They can also supervise collection,
compilation and reporting of the data on crimes against women to
the senior police management to develop strategies for continuously
improving the police response
8. Police organizations to make provision for the Ladies Complaint Units
or Women Desks in the police stations by prioritizing areas and setting
targets for establishing these units/desks. Ladies Complaint Units
are proposed under the SOPs to facilitate reporting of crimes against
women. Limited strength of women in police is cited as one reason for
lack of expansion of these units
9. Facilitation in reporting of crimes against women is largely dependent
upon sensitivity of men and women staff at the police stations.
Training of LCU staff, station clerk and duty officer of the police stations
on the SOPs is important to treat women sensitively and handle
complaints of VAW effectively
10. Assign supervision and monitoring responsibility of the Ladies
Complaint Units to the senior police officers to ensure proper
functioning and reporting to the higher levels as proposed in the SOPs
11. Currently LCUs do not have a Victim Support Officer (VSO) as proposed
in the SOPs. Appointment of the VSO with enhanced role of supporting
and guiding the complainants and women victims is important to cater
to their immediate relief and protection needs. VSO to have specific
information and skills to guide on procedures for filing complaints,
facilitating in medico-legal, accessing legal and shelter services and
providing basic counseling
12. Strengthen referral of survivors of violence to the service providers
through developing the cooperation protocol and keeping a close
working relationship especially with the health and social welfare
departments
Equality in Perspective
5. Include progress on crimes against women in the annual police
reports. Collect sex disaggregated data on crimes against women and
integrate into mainstream data management system of the police
organizations
2012 – 2016
GENDER STRATEGY OF POLICE
33
13. Synergy in provision of services to the survivors of violence is essential
to support women’s result oriented access to justice. Police may
consider contributing towards a pilot initiative (by any lead service
provider e.g. hospitals) for provision of coordinated services such as
medical examination, statement taking, counseling, investigations,
legal advice and other crisis support. One stop shops (Thuthuzela
Care Centers) of South Africa and one stop crisis centers in Malaysian
hospitals illustrate best practice examples of arranging one roof
specialized services being replicated by other countries
14. Integrate gender issues in the ongoing police community liaison
initiatives. Police senior officers can use different interactions
forums to raise awareness, exchange dialogue and seek assistance
on prevention and resolution of the issue of VAW. Strengthened
relationship between police and the community can increase public
confidence on the police services and develop a better understanding
of the security needs of different segments of population
Police collaboration
with the civil society
organizations working
on human and women’s
rights having strong
grassroots presence can
strengthen the police
community linkages
15. Police collaboration with the civil society organizations (CSOs) working
on human and women’s rights having strong grassroots presence can
strengthen the police community linkages. Police and the CSOs to
consider new ways of engagement and cooperation to overcome lack
of confidence and reluctance to collaborate and complement each
other’s work
16. Women Police Stations to take lead in establishing linkages especially
with women community and together with the LCUs to arrange
activities to regularly interact on security issues of concern for women
including dialogues on VAW. Well informed and sensitized community
can act as a support group for survivors of violence
17. Empower women police stations with clearly defined role, operational
responsibilities for registration and investigation of crimes, adequate
staffing, influence, and budgeting to continue with the mandate
of facilitating women complainants and survivors of violence.
Strengthened capacity, improved facilities, management’s interest and
support, supervision and performance monitoring can enhance the
impact of WPSs
18. Focus on improving the police helpline services as it can greatly
facilitate callers especially those seeking advice and assistance
related to the family violence, sexual assault and support for children
and women’s protection etc. Training of the helpline staff to be
incorporated as a regular feature to equip them with essential skills
to make them more responsive to the needs of people calling for
assistance
34
Empower women police
stations with clearly
defined role, operational
responsibilities for
registration and
investigation of crimes...
Equality in Perspective
2012 – 2016
GENDER STRATEGY OF POLICE
35
Pre-requisites for Strategy Implementation
Policy Support and Action Planning
Policy support for gender equality is being
articulated as one of the Strategy’s objectives
to illustrate significance of the political will in
facilitating the implementation of the Gender
Strategy
Pre-requisites for Strategy Implementation
Policy Support And Action Planning
1. Policy support from the senior
management at the level of the police
chiefs (IGPs) of the individual police
organizations is a necessary condition
for application of gender equality
practices across the organizational and
operational domains. Policy support
for gender equality is being articulated
as one of the Strategy’s objectives to
illustrate significance of the political will
in facilitating the implementation of the
Gender Strategy at different tiers of the
police organizations
Endorsement of the Strategy, development
of the Gender Responsive Plan of Action,
commitment of adequate financial,
human and technical resources for
implementation of the yearly action plans
and periodic progress reviews will be the
indicators for demonstration of the policy
influence and support
2. Commitment and readiness of senior
officers in the police hierarchy, heading
different operational and divisional units is
crucial to take lead on gender responsive
actions and ensure implementation of
specific Strategy measures
3. Gender Responsive Plan of Action
to be drawn by the individual police
organizations within the 6 months of
the approval and notification of the
Gender Strategy of Police (A framework
of a Gender Responsive Plan of Action
is illustrated for reference along with a
template of the Yearly Action Plan).
The Plan of Action will include: firstly,
the strategic priorities outlined in the
Gender Strategy along with the areas
to be specifically focused by the police
organizations and related expected
outcomes for the Strategy period;
secondly, the Yearly Action Plan to
36
translate the Gender Strategy priorities
and focus areas into specific organizational
tasks/actions
4. Organizational level committee to be
formed to formulate the Plan of Action and
devise mechanism for implementation and
progress review. Committee to comprise
senior men and women police officers
having good understanding of gender
issues. Representatives of the NPB’s
Steering Committee on Human Rights and
Gender Issues to be preferably included as
members in their respective organizational
committees
5. Task of reviewing the Gender Strategy,
sharing practices of implementation
and improving the guidelines shall be
performed by the NPB in facilitation with
the Steering Committee on Human Rights
and Gender Issues
6. Discussion on the progress of the Gender
Strategy implementation will be the
regular agenda point in the annual meeting
of the National Police Management Board
7. Progress review of the Plan of Action and
the Yearly Action Plan is a responsibility
of the individual police organizations.
Expected outcomes listed in the Plan
of Action will serve as key indicators to
measure the progress of the activities to
determine the level of achievement on a
yearly basis
8. Strategy monitoring will include the
Gender Equality Assessment to be
carried out after three years of the
Strategy implementation by the police
organizations. The equality assessment
to draw on the questions included in the
Strategy Consultation Framework
(annex 1) and focus on assessing the
impact of the institutional measures
against the strategic priorities based on the
Gender Strategy.
Priorities & Focus for Gender Strategy Period: 2012 - 2016
Name of Police Organization:
Strategic Priority
Improve
representation
of women in the
Police
Focus
Indicate an overall (5 year) target for
increase in women’s recruitment
Expected Outcome
Increased employment opportunities
for women in police
Layout yearly recruitment targets ie
2012-2016
Define gender sensitive standards for Emergence of Police service as a
recruitment, selection, job description career option for qualified women
and performance assessment
Develop capacities
and competencies
of women police
Indicate annual women’s enrolment
targets for mandatory police trainings
Enhanced work capacity and
performance
Develop medium term capacity
development plan with emphasis
on specialized policing and personal
development competencies
Formalized personal and career
development opportunities
Work out a plan for on the job
mentoring of women police,
preparing them for field postings and
senior positions
Prioritization of capacity development
initiatives for women police
Funds allocation for improvement of
training facilities especially catering to
women’s specific needs
Improved training facilities
Equality in Perspective
Gender Responsive Plan of Action
2012 – 2016
GENDER STRATEGY OF POLICE
37
Enhance role,
positioning and
visibility of women
police
Cultivate gender
sensitive work
environment
Assimilate gender
learning into
police training
38
Develop a process to review and
redefine role of women in police
Inclusive participation and integration
of women into mainstream policing
Indicate number of women police for
field attachment & deployment
Increased opportunities for
promotion and better positioning
Specify number of potential women
police for engagement in specialized
policing tasks
Better representation of women
police across policing functions
Identify barriers and improve the
pace of women’s progression to
higher ranks
Visibility of women police at higher
ranks
Develop SOPs on workplace norms to
uphold equality of treatment for the
employees and the service seekers
Illustration of gender sensitive
workplace norms and behavior
Introduce policy/strengthen
mechanisms for dealing with
workplace sexual harassment
System in place to deal with
inappropriate behavior and practice
Work out a plan for introducing family
friendly policies (work life balance)
Improved balance between work &
private-family life
Revision and upgradation of training
modules (integration of gender
awareness/analysis, GBV and SOPs on
VAW)
Improved understanding of relevance
of gender issues to policing
Develop minimum standards of
gender learning to be followed by the
training institutes
Demonstration of gender sensitivity in
policing practices
Undertake research initiatives
and organize seminars on gender
responsive policing topics
Promotion of gender learning and
reflection
Improve operational procedures
of police on prevention and
management of crimes from a gender
perspective
Effective operational response to
diverse assistance and protection
needs of service seekers
Ensure policy directives on dealing
with crimes against women and
application of SOPs on VAW
(establishment of LCU, women desks,
enhanced role of VSOs)
Improved access of women survivors
of violence to police services
Prioritize police actions on crimes
against women and include the same
into the annual police plans
Enhanced measures to mainstream
women’s concerns into policing
processes
Develop performance indicators on
handling crimes against women
Greater responsibility for action and
follow up on crimes against women
Consider establishment of special
police unit on VAW/GBV to provide
specialized support and/or dedicate
senior officers in regions to act as
liaison officer on crimes against
women
Better reporting and investigation of
cases of VAW/GBV
Streamline disaggregated data
management, analysis and reporting
on VAW
Information on intensity of VAW and
extent of police response
Strengthen police referrals to service
Increased facilitation of survivors of
providers for survivors of violence and violence
take measures for synergy in service
provision
Empower Women Police Stations with
enhanced mandate and operational
capacity
Greater impact of Women Police
Stations
Plan measures to strengthen police
community liaison and collaboration
with CSOs on the issue of VAW/GBV
Better linkages with stakeholders on
VAW/GBV
Equality in Perspective
Enrich policing
services with
gender equality
perspective
2012 – 2016
GENDER STRATEGY OF POLICE
39
Template: Yearly Action Plan
Police organizations to develop Yearly Action Plan to translate the strategic priorities and laid out
focus into specific actions and tasks.
Specific Actions/Tasks
Responsibility
Tasks and actions to be listed and
prioritized given the current gender
status of the individual organization
Responsibility, timeline and resource allocation to be
determined accordingly
Police Organizations to consider the
following while developing a yearly
action plan:
How to process the development of
the action plan?
What are the priorities for inclusion
in the yearly action plan?
What is possible to achieve?
What is more strategic?
Which actions can deliver better
results?
How to spread the actions over 5
years?
How many funds to allocate?
Who (officers/divisions) to assign
task wise responsibility?
When and how to report?
How to assess the progress?
When to formulate the next year’s
action plan?
40
Timeline
Resources
Strategy Consultation Framework
Group Work Guidelines: Challenges and Possible Strategy
Actions
Group had two tasks: related to the topics, identify challenges/issues
and list down possible actions to improve the situation. Questions were
provided not to limit but to initiate the discussion and guide the process of
inquiry.
1-Topic: Gender Responsiveness of Human Resource Policies
of Police
Purpose of the exercise: to seek information about policies and procedures
and organizational (police department) current practices with regard to
human resource aspect with particular emphasis on women’s inclusion,
participation and career advancement in police organization.
Recruitment:
1. Is the criterion and the process for recruitment of men and women the
same? How far it is appropriate and facilitates women to join police?
2. How often are targets for recruiting women set in your police
organization?
3. How is 10% recruitment quota for women being implemented in your
police organization?
4. What are the factors at the level of police that discourage women from
joining the police service?
5. Is gender sensitivity reflected in the job description, performance
appraisal and incentive systems? How?
Retention of women:
1. How police service facilitates women to remain in the service?
2. What are the reasons within the organization that lead women to
leave police service? Which rank has little retention of women staff?
3. Is there a policy in your police organization that addresses sexual
harassment and how appropriate is the mechanism to deal with this
issue and to what extent it’s being applied?
4. Are the leave rules permitting paternity and maternity leaves?
Equality in Perspective
Annex-1
2012 – 2016
GENDER STRATEGY OF POLICE
41
Promotion of women:
1. Are there similar mechanisms in place for promoting men and women
and do they support equal opportunities of promotion for women?
2. What are the limiting factors that keep the women from meeting the
promotion criteria? Please highlight.
3. How often are women encouraged to assume field postings or position
of authority?
4. If women officers are assigned field postings, what are the problems
faced by them to establish their authority and fulfill their job
responsibilities in order to become eligible for timely promotions?
2-Topic: Positioning of Women and Workplace
Environment
Purpose of the exercise: to seek information about organizational (police)
processes and practices with regard to positioning of women in police
service and workplace environment.
1. What is perception of women’s role and contribution in police service?
a. What is the role (tasks/duties) of women in police?
b. Is there recognition of women’s contribution/role at different
positions by their male colleagues and superiors?
c. What hinders women’s placement in mainstream police stations or
other important authoritative positions?
d. Why women are not visible in the field (postings)? Are the
women officers hesitant to accept such positions or there is no
prioritization by police higher ups, what are the reasons?
2. Are women police officers able to share their views in different
meetings in presence of senior officers?
3. To what extent are women able to assert their authority particularly
while working as supervisors?
4. Do the facilities (office space, toilets, day care, working hours, etc.)
cater to the needs of women and men?
5. Are complaints from men and women addressed regularly and in
addition to formal procedures, are there any informal processes to
check and correct inappropriate behavior particularly towards women?
6. Is there anti-sexual harassment policy in place and how far is it being
implemented?
42
Purpose of the exercise: to seek information about police service provision
and mechanisms to offer adequate support to women complainants and
women victims of violence.
1. What is the level of sensitivity of police towards crimes against
women?
2. What is the extent of ability of police to deal with crimes and VAW at
different levels?
3. Are there adequate provisions in police stations, enabling women
complainants to confidently access police station to get assistance?
4. What is the extent of awareness and implementation of Police SOPs
on dealing with women and investigating crimes of violence against
women?
5. What level of funds is committed towards preventing crimes and VAW?
6. What are the mechanisms for reporting and data collection on crimes
against women? How it is shared with senior officers? Do they share it
at federal level and with whom?
7. What is the nature of linkages with service providers to refer victims of
violence to shelters, counseling, legal aid and hospitals etc?
8. Is there any interaction of police with the community to raise
awareness on social causes and prevention of VAW and how
systematic is their approach?
4-Topic: Gender Responsiveness of Police Training/Capacity
Development
Purpose of the exercise: to seek information about the extent of gender
sensitivity of police trainings and capacity building measures with emphasis
on training curriculum and materials and inclusion of women in training
courses and equal opportunities for professional development.
1. Are all course contents used for different police trainings gender
sensitive? Is there any gender insensitive material included in police
training? Can you quote 1-2 examples of insensitive material and
indicate the course?
2. Do the police curricula include topics of human rights, gender and
VAW? In which courses these topics are not discussed?
Equality in Perspective
3-Topic: Policing Services for Prevention of Crimes and
Violence against Women
2012 – 2016
GENDER STRATEGY OF POLICE
43
3. Are topics like sensitive reporting, investigation and registration of
women related cases incorporated in police trainings?
4. Are there sufficient professional development opportunities for
women?
a. Do all women officers joining police attend mandatory police
trainings (for e.g. Recruit, Intermediate, Upper, Lower) course?
b. Are there equal opportunities for women officers to participate in
specialized police courses?
c. Are any special career development courses planned for women
officers to enhance their performance?
d. How far the training environment is conducive to learning for both
men and women trainees especially for women?
5. What is the ratio of women trainers in police training institutes and
how does it affect the overall training environment?
6. Is there involvement of women in curriculum development?
44
Strategy Consultations – Key Outcomes*
NATIONAL & PROVINCIAL LEVEL RESPONSES ON WHY TO HAVE A
BOX 1 GENDER STRATEGY OF POLICE?
ƒƒ
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ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
Promote gender sensitive policing
Be sensitive to women and men’s needs
Change mindset & eliminate gender stereotypes within the police
Improve police response towards handling of VAW cases
Enhance law enforcement
Fulfill women’s security needs
Respect diversity
Make police officers gender sensitized
Facilitate implementation of 10% recruitment quota for women in police
Enhance participation of women in police
Facilitate conducive workplace environment
Build positive image of police to deal with gender discrimination
Make police responsive to gender equality issues & ensure compliance on
actions
* Notes on Consultations –Dec 2010 – May 2011
Equality in Perspective
Annex-2
2012 – 2016
GENDER STRATEGY OF POLICE
45
Discussions on Challenges
BOX 2 Human Resource Policies Of Police
ƒƒ Less number of women in police
ƒƒ Lack of implementation of 10% recruitment quota
ƒƒ Similar recruitment criterion with no relaxation for disqualification of women
applicants on ‘height’ standards
ƒƒ Difference in physical standards for men & women (Sindh)
ƒƒ No benchmark for women’s recruitment
ƒƒ Preference for recruitment of men
ƒƒ Women’s role not well-defined
ƒƒ Women not given equal roles and status as of men police officers
ƒƒ Women not given field postings necessary for promotions
ƒƒ Limited allocation of seats for promotion – women’s promotions in some
cases considered separately
ƒƒ Conflicting family and work commitments - little support facilities
ƒƒ Inadequate implementation of sexual harassment policy (with a few
exceptions)
Discussions on Opportunities, Priorities & Actions
BOX 3 Human Resource Policies of Police
ƒƒ Willingness and policy action at the top to increase recruitment of women in
police
ƒƒ Aim for implementation of 10% recruitment quota for women
ƒƒ Allocate quota for different positions within the police, i.e. station clerks
(moharars)
ƒƒ Recruit women as specialists for specialized functions (investigation)
ƒƒ Women’s role and functions need revision and enhancement
ƒƒ Proper job description to be developed
ƒƒ Adequate facilities to be provided to motivate women to join police
ƒƒ Recruitment and selection process to include gender sensitive considerations
ƒƒ Remove hurdles in promotions of women to next ranks
ƒƒ Increase opportunities for promotion of women to higher ranks
46
Women are not
equally considered for
promotions due to lack of
field experience. They are
discouraged to assume
field assignments
Sindh Consultation- Jan 2011
Psychological Challenges
ƒƒ Mindset of senior
officers
ƒƒ Mindset of female
police
ƒƒ Practical experience
ƒƒ Capacity issues
Administrative
ƒƒ Insufficient facilities
ƒƒ Inadequate strength
ƒƒ Exigencies of situation
Social
ƒƒ Issue of social
acceptability
ƒƒ Reluctance in
information sharing
ƒƒ Thana culture
Punjab Consultation – Feb 2011
ƒƒ Limited field deployment of women (no key field positions &
important assignments)
ƒƒ Women are invisible in mainstream policing
ƒƒ Exclusion from police stations & specialized policing functions
ƒƒ Work environment of police suits men more than women
ƒƒ Women are considered less suitable to work as SHOs or investigation officers
ƒƒ Often sexual harassment issues are resolved through informal means/at the
immediate reporting officers level
ƒƒ Formal process of complaint and inquiry rarely pursued
ƒƒ Inappropriate staff conduct and lack of support by male colleagues especially
during combined duties (duties at night)
ƒƒ Lack of basic infrastructure & transport facilities at the police stations to
cater to all, particularly women’s needs
Discussions on Opportunities, Priorities & Actions
Positioning of Women & Workplace Environment
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
BOX 5
ƒƒ
ƒƒ
ƒƒ
Expand the role and status of women in police
Assign women specialized policing tasks and deploy them as DPOs & SHOs
Focus on capacity building of women in police
Arrange for field attachments of women police to prepare them for active
policing
Regularly review issues concerning women’s participation in active policing
Improve the culture of police stations (Thanas) and integrate women police
in mainstream police stations and policing work
Sensitize police personnel on gender issues and promote good values and
work norms
Take immediate notice of disrespectful behavior of police personnel towards
women colleagues and women complainants
Improve the work facilities (office, transportation, residence/quarters, duty
hours)
Equality in Perspective
Discussions on Challenges
BOX 4 Positioning of Women & Workplace Environment
2012 – 2016
GENDER STRATEGY OF POLICE
47
Discussions on Challenges, Opportunities, Priorities &
BOX 6 Actions
Prevention of Crimes of Violence against Women
ƒƒ Lack of proper procedures and protocols to sensitively deal with women
complainants
ƒƒ Absence of provisions in police stations to facilitate women complainants
(sitting area, privacy)
ƒƒ Lack of awareness and application of SOPs on dealing with VAW
ƒƒ Absence of dedicated staff and services for dealing with crimes of VAW
ƒƒ No specific fund allocation to improve policing services
ƒƒ Prevention of crimes of VAW low on priority list of police
ƒƒ Lack of involvement of women police in dealing with Crimes of VAW
(number, capacity & priority issues)
ƒƒ Little gender sensitivity and awareness on issues of VAW among police
personnel; National consultation suggested little awareness at all levels
ƒƒ Punjab believed senior officers have good understanding while issue of lack
of awareness exists at lower and mid levels
ƒƒ Lack of recognition and no incentives for police officers working on crimes of
VAW
ƒƒ Reporting of VAW (domestic violence) cases are discouraged at lower level
ƒƒ VAW data collection not streamlined. No specific mechanism established
and/or there is lack of information among police personnel on availability of
VAW data
ƒƒ Limited outreach, mandate and impact of WPS
ƒƒ Inadequacy of police linkages with service providers on crimes of VAW
ƒƒ Weak police community liaison on the issue of VAW
BOX 7
insensitive police
attitudes lead to biased
treatment of women
victims of violence
and refusal to record
complaints of VAW
crimes
National Consultation Dec 2010
Discussions on Opportunities, Priorities & Actions
Prevention of Crimes of Violence against Women
ƒƒ Demonstration of support to the prevention of
crimes of VAW
ƒƒ Review and improve protocols on dealing of
police with women seeking assistance
ƒƒ Improve the compliance procedures to ensure
appropriate actions are taken on reporting of
crimes of VAW
ƒƒ Gender sensitization of police (men & women)
from senior to lower ranks
ƒƒ Ensure dissemination and implementation of
SOPs on VAW
ƒƒ Arrange for special training sessions at the police
station level on SOPs
ƒƒ Assign dedicated police staff to deal with the
cases of VAW
ƒƒ Establish desks/cells at police stations to deal
with crimes of VAW
48
Lack of priority and
ƒƒ Separate registers or other mechanism evolved to
record crimes of VAW
ƒƒ Directives on compulsory reporting of
information on crimes against women and
sharing the same with seniors
ƒƒ WPS to exercise their powers to register FIRs and
investigate cases of VAW
ƒƒ Collect and compile data on VAW and
disseminate widely within the police for
information and awareness
ƒƒ Strengthen linkages with service providers by
involving local CBOs & NGOs
ƒƒ Involve community key actors in creating
awareness on the issue of VAW
ƒƒ Police officials to raise VAW issue and role of
police in prevention in interactions with the
community elders/notables
Topics of gender, human
rights and VAW are
superficially covered in
training courses
KPK Consultation – May 2011
ƒƒ Lack of standardization of police training curriculum
ƒƒ No specific inclusion of gender as a training topic in mandatory courses of
different ranks
ƒƒ Gender sensitivity in content and training methodology is missing
ƒƒ Skills of sensitive reporting and investigation of crimes of VAW are not
covered
ƒƒ SOPs on investigation of crimes of violence against women are not yet fully
integrated into formalized training process
ƒƒ Lack of involvement of women police in curriculum development
ƒƒ Few women instructors in training institutes
ƒƒ Little mandatory and specialized training opportunities for women
ƒƒ Lack of basic infrastructure and training facilities in police training institutes
Discussion on Opportunities, Priorities & Actions
BOX 9 Police Training/Capacity Building
ƒƒ Standardization of training curriculum with guidelines for gender sensitivity
ƒƒ Development of police training policy to meet emerging capacity building
challenges
ƒƒ Formalize integration of gender perspective in mandatory courses
ƒƒ Organize specialized policing skills courses for women police
ƒƒ Focus on training needs of women police
ƒƒ SOPs on VAW to be made part of police training courses
ƒƒ Allocation of adequate funds for improving the training infrastructure
ƒƒ Separate hostel/residential facilities for women trainees and instructors
ƒƒ Participation of women police in curriculum development (involve mid level
if senior rank officers not available)
Equality in Perspective
Discussions on Challenges
BOX 8 Police Training/Capacity Building
2012 – 2016
GENDER STRATEGY OF POLICE
49
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Equality in Perspective
11. National Police Bureau. (updated version 2007) The Police Order, 2002.
Islamabad.
2012 – 2016
GENDER STRATEGY OF POLICE
51
National Police Bureau, Government of Pakistan
Municipal Road, G-6 Markaz, Islamabad.
Phone: +92 (51) 9207717, Fax: +92 (51) 9215502, Email: info@npb.gov.pk
www.npb.gov.pk
GIZ Gender Responsive Policing Project
House 63-A, Street 5, F-8/3 Islamabad
Phone +92 (51) 2286978-9