In a region where the legacies of colonial policing, militarization, and public mistrust continue to burden law enforcement institutions, the Maldives has charted a path of quiet but deliberate reform. Over the past two decades, the country’s policing model has undergone a fundamental transformation: structurally, legally, and culturally, moving from a force-centered institution to one rooted in service, accountability, and community partnership.
Breaking from a Militarized Past
For much of its post-independence history, the Maldives maintained a policing system that operated under the umbrella of the National Security Service (NSS)—a paramilitary organization under the Ministry of Defence. This structure shaped police training, operations, and public perception, with officers viewed less as community protectors and more as instruments of state control. The boundary between national defense and internal security was blurred, and trust between the police and the public was minimal.
The watershed moment came in 2004 when the Maldives established a civilian police agency under the Ministry of Home Affairs, legally separating it from the military. While this laid the foundation for change, true transformation required more than structural reorganization. It demanded a long-term shift in philosophy, leadership, and operational culture.
From Enforcement to Engagement
Despite structural reforms, remnants of the command-driven, security-first mindset persisted well into the next decade. Recognizing that legitimacy in a democratic society depends on community trust, Maldivian policing leadership embarked on a strategic pivot toward proactive, community-based policing.
A central initiative was the Neighborhood Support Officer (NSO) program, which embedded officers within local communities across all inhabited islands. Rather than responding only to incidents, these officers engaged with residents, visited schools, supported local safety campaigns, and addressed community concerns before they escalated. This approach reframed officers as accessible, preventive partners rather than reactive enforcers.
Branded under the Dhivehi term “Avatteri Fuluhun”, the program symbolized a deeper philosophy: one of collaboration, shared responsibility, and localized engagement.
Anchoring Reform in Law, Strategy, and Oversight
To cement these shifts, a new Police Service Act was enacted in 2020, replacing outdated frameworks with legislation that reflects international standards for democratic policing. Key features of the Act included:
- The institutionalization of community policing;
- The establishment of external oversight mechanisms;
- Human rights protections; and
- Decentralized regional command structures.
These changes were more than symbolic. They enabled the police service to create more effective five regional commands, bringing decision-making closer to communities and empowering local commanders to adopt context-specific strategies.
A landmark reform was the establishment of a civilian Police Board with the authority to hold the Commissioner accountable. Senior leadership actively cooperated with the Board, setting a new standard for transparency and democratic oversight.
Technology was also embraced as a tool for both transparency and operational effectiveness. The rollout of body-worn cameras for frontline officers improved evidence collection, encouraged professional conduct, and enhanced public trust.
All of these efforts were coordinated under a comprehensive strategic plan (2019–2024), which redefined the mission of policing as service-oriented, accountable, and preventive.
Building Leadership and Culture
Transforming policing required not just programs and laws, but a shift in institutional culture, driven by strategic leadership. Police leadership in the Maldives prioritized:
- Merit-based promotions and gender-inclusive recruitment;
- Modernized training curricula emphasizing ethics, communication, de-escalation, and trauma-informed practices;
- International collaboration, including training partnerships with the UK College of Policing, the Australian Federal Police, and the Singapore Police Force.
Leadership development was not confined to senior ranks. Young officers were encouraged to innovate, challenge legacy practices, and serve as ambassadors of the new policing ethos. A culture of accountability was fostered: where acknowledging past missteps, listening to communities, and acting on complaints became integral to building legitimacy.
The Regional Context
When compared to its South Asian neighbours, the Maldives stands out for its pace and depth of reform. While India and Bangladesh still operate under colonial-era policing laws, such as the Police Act of 1861, progress has been slow, often hampered by political inertia and bureaucratic resistance. Community policing, where it exists in those countries, tends to be fragmented and under-resourced.
Sri Lanka, recovering from decades of internal conflict, has attempted to integrate community policing as part of post-conflict reconciliation. However, structural challenges such as ethnic divisions and centralized control have limited its effectiveness.
In contrast, the Maldives, despite its resource constraints and logistical challenges as an island nation, has implemented a coherent and institutionalized community policing model backed by modern law, decentralized governance, and leadership vision.
Remaining Challenges
Despite commendable progress, challenges remain. These include:
- Institutional resistance from officers trained under older doctrines;
- Political interference, especially in appointments and transfers;
- Budgetary constraints, particularly for developing and maintaining infrastructure, building forensics capabilities and upgrading digital systems; and
- Public impatience with reform timelines, often expecting rapid improvements in crime reduction or service delivery.
It’s important to recognize that reforms of this nature are not instantaneous. Police officers are drawn from the same society they serve, and transforming mindsets requires consistent investment in training, mentorship, and cultural renewal.
Sustaining the Gains
The Maldivian experience shows that real reform is neither a one-off policy shift nor the work of a single administration. It requires continuity, bipartisan support, and long-term resourcing. Policymakers must understand that democratic policing cannot be measured in short political cycles or crime statistics alone.
Scrapping reform initiatives or reversing course in response to short-term pressures risks undoing the progress made. Instead, governments should refine and deepen existing reforms, supporting officers to embody the values of service, empathy, and integrity.
Lessons for the Region
The Maldivian policing model, while shaped by its unique geography and population size, offers broader lessons for South Asia:
- Community engagement, when genuinely institutionalized, builds trust and prevents crime.
- Civilian oversight strengthens public confidence.
- Modern legislation, aligned with international norms, provides the necessary legal backbone for reform.
- Strategic leadership, from recruitment to professional development, is critical to culture change.
The key difference in the Maldives has not been invention, but implementation. The reforms reflect international best practices, but what sets the country apart is the willingness to put those principles into action.
Conclusion
The transformation of policing in the Maldives is still unfolding. The foundation has been laid: laws are in place, programs are running, and a new generation of officers is emerging with a service-first mindset.
The journey from force to service- from fear to trust, is ongoing. It is not without challenges, but the Maldivian experience demonstrates that institutional reform, when driven by vision, anchored in law, and executed with sincerity, is possible even in the most constrained settings.
If sustained, this transformation could become a blueprint, not just for the Maldives, but for a region long in need of policing that listens, protects, and serves.
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