United Kingdom

Milica Delevic

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C
Focus Area(s)
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6
Critical Tasks
Country of Reform
Interviewers
Michael Scharff
Name
Milica Delevic
Interviewee's Position
Deputy Secretary General, EBRD
Language
English
Town/City
London
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Delevic explains the role of Serbia’s European Integration Office (SEIO) in the country’s European Union ascension process. She describes the conditions in the country prior to the decision to pursue EU membership, clarifying the Serbian and Montenegro relationship at that time. She talks about the necessity to harmonize Serbian and Montenegro interests, and the role of the International Criminal Tribunal for the former Yugoslavia (ICTY). She discusses the reorganization of the SEIO in a transparent process. She explains how trade agreements fit into the broader accession process, and how this was conveyed to members of Serbian civil society. She talks about the SEIO’s relationship with the ministries in regard to the National Program for Integration (NPI), and how the SEIO was able to manage the European Commission (EC) questionnaire for ministries. Finally, she reflects on the SEIO’s ability to monitor integration units within the ministries and to publicly publish the ministries’ NPI progress.  

 

Other Key Terms:  ascension process, National Program for Integration (NPI), free trade zone, visa-free travel, Stabilization and Association Agreement (SSA), International Criminal Tribunal for the former Yugoslavia (ICTY), Serbian European Integration Office (SEIO)

Profile

At the time of this interview, Mr. Delevic was Deputy Secretary General of the European Bank for Reconstruction and Development. She served as former Director of Serbia’s European Integration Office, tasked with helping promote and oversee the country’s European Union ascension process. She received a Bachelor’s degree in economics at the University of Belgrade in 1992, a Master’s degree from the Central European University in Budapest in 1996, and obtained her Doctorate in International Relations and Politics from University of Kent in Canterbury in 2003. She served as the Assistant Minister for EU Affairs and Regional Cooperation for Serbia’s Ministry of Affairs from 2007-2008, and was lecturer in Foreign Policy and European Integration at the University of Belgrade. From 2012-2013 she was a Member of Serbia’s Parliament and Chairperson of the government’s European Integration Committee. 

 

Kurt Eyre

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A
Focus Area(s)
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7
Critical Tasks
Interviewers
Gordon Peake
Name
Kurt Eyre
Interviewee's Position
Executive Head, International Academy Bramshill
Interviewee's Organization
National Policing Improvement Agency, U.K.
Language
English
Nationality of Interviewee
English
Town/City
Cranfield
Country
Date of Interview
Reform Profile
No
Abstract

Kurt Eyre details some of the history and development of the U.K.'s National Policing Improvement Agency, which provides training and assistance to police services in countries around the world.  He outlines the development of training courses and the agency's productive engagement with host-country police services.  He also details some of the agency's training programs with which he has been involved.  These include high-level command and control training programs, such as the Critical Incident Command course administered in Jamaica.  Eyre also talks about the agency's assistance to special police units charged with combating organized and serious crime, such as the Special Anti-Crime Unit of Trinidad and Tobago.

Profile

At the time of this interview, Kurt Eyre was the head of the International Academy Bramshill in the U.K.  The academy is a division of the government's National Policing Improvement Agency, which provides assistance to police services around the world.  The agency’s signature offerings are the International Commanders’ Program, for inspector and superintendent-level ranks, and the International Strategic Leadership Program, aimed at officers who are moving up to the executive level and chief officer rank.  Prior to his position at the academy, Eyre worked at Centrex, the U.K.’s central policing training and development authority.  Centrex and other U.K. policing agencies were merged in 2006 to create the National Policing Improvement Agency.
 

Full Audio File Size
34 MB
Full Audio Title
Kurt Eyre - Full Interview

Robin Campbell

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A
Focus Area(s)
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3
Country of Reform
Interviewers
Daniel Scher
Name
Robin Campbell
Interviewee's Position
Former Chief Superintendent
Interviewee's Organization
Police Service of Northern Ireland
Language
English
Nationality of Interviewee
Northern Ireland
Town/City
Belfast
Country
Date of Interview
Reform Profile
No
Abstract

Robin Campbell relates his experience in working for police reform in Sierra Leone, Nigeria and other countries.  He covers topics including recruitment and vetting, as well as the challenges of integrating and amalgamating different security forces with varying histories and organizational cultures into a new civilian police force.  He also covers the role of nonstate security actors in developing countries and reflects on the difficulty of forging and managing a productive relationship between these groups and the official police force.  He illuminates his experience in the developing world with reflections on the transformation of the Royal Ulster Constabulary into today's Police Service of Northern Ireland.

Case Study:  Cooling Ethnic Conflict Over a Heated Election: Guyana, 2001-2006

Profile

At the time of this interview, Robin Campbell was a consultant for both public and private-sector organizations undergoing structural change, with a particular emphasis on police services in developing countries. He previously was the deputy change manager and director of corporate development responsible for the implementation of the Patten Commission recommendations for the police in Northern Ireland.  The Patten recommendations guided the 10-year process of police reform that saw the Royal Ulster Constabulary transformed into the Police Service of Northern Ireland.  Campbell served as the chief superintendent of the police service before launching his own consultancy.  He worked in many countries in the developing world.

Full Audio File Size
43 MB
Full Audio Title
Robin Campbell - Full Interview

Bruce Baker

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1
Interviewers
Gordon Peake
Name
Bruce Baker
Interviewee's Position
Professor of African Security
Interviewee's Organization
Coventry University
Language
English
Nationality of Interviewee
British
Town/City
Coventry
Country
Date of Interview
Reform Profile
No
Abstract

Bruce Baker draws on his policing experience in a number of African countries.  He talks about community policing and the vital though sometimes controversial role of non-state security actors in areas where the police struggle to extend their authority.  He also discusses the intersection of non-state security groups and customary justice, and he offers reflections on donor and host-country partnerships.

Case Study:  Building Civilian Police Capacity: Post-Conflict Liberia, 2003-2011

Profile

At the time of this interview, Bruce Baker was a professor of African security and director of the African Studies Centre at Coventry University, U.K.  He earned a bachelor's degree from the University of Sussex and master's and doctoral degrees from Coventry University in the U.K.  He has lectured at Coventry University and been a Research Fellow at Rhodes University in South Africa.  He ran research projects on security issues in a number of African countries and conducted research for government and private organizations in the U.K.  He wrote numerous articles and books, including "Escape from Domination in Africa: Political Disengagement and its Consequences" (James Curry, 2000), “Taking the Law into Their Own Hands: Lawless Law Enforcers in Africa” (Ashgate, 2002), and “Security in Post-Conflict Africa: The Role of Nonstate Policing” (Taylor and Francis, 2009). 

Full Audio File Size
34 MB
Full Audio Title
Bruce Baker - Full Interview

Adrian Horn

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A
Focus Area(s)
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9
Country of Reform
Interviewers
Daniel Scher
Name
Adrian Horn
Interviewee's Position
Police Consultant
Interviewee's Organization
Horn Ltd.
Language
English
Nationality of Interviewee
United Kingdom
Town/City
Norfolk
Country
Date of Interview
Reform Profile
No
Abstract

Adrian Horn reflects primarily on his five-year posting as manager of the Community Safety and Security Project in Sierra Leone, a program of of the U.K. government's Department for International Development. During his time in Sierra Leone, he assisted the Sierra Leonean police in overhauling their recruitment procedures and their training programs, and he comments in detail on the challenges and successes. He also talks about the importance of an effective public-relations system for a police service trying to re-establish legitimacy and credibility. He runs through some of the practical anti-corruption initiatives he developed with the Sierra Leonean police, and he reflects on his own management-by-walking-about style. Horn talks about "local-needs policing" as a conceptually similar but more clearly defined form of community policing, and details the successful role of community/police partnership boards.

Case Study:  Building Strategic Capacity in the Police:  Sierra Leone, 1998-2008

 

Profile

At the time of this interview, Adrian Horn had a long career in the U.K. police, rising to the position of assistant chief constable. He left the police in 1994 to set up a policing consultancy. He has worked in a number of developing and post-conflict countries, and spent five years as the manager of the Department for International Development's Community Safety and Security Project in Sierra Leone. He worked closely with the Sierra Leonean police and Inspector General Keith Biddle during a challenging and transformational time for Sierra Leone.

Full Audio File Size
56 MB
Full Audio Title
Adrian Horn - Full Interview

Keith Biddle

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A
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4
Country of Reform
Interviewers
Gordon Peake
Name
Keith Biddle
Interviewee's Position
Retired
Interviewee's Organization
British police
Language
English
Nationality of Interviewee
English
Town/City
Cheshire, Manchester
Country
Date of Interview
Reform Profile
No
Abstract

Retired British police officer Keith Biddle recounts lessons learned from working on police reform programs in diverse contexts, including in Sierra Leone, where he headed the police force from 1999 to 2004, and in Somalia, South Africa and the Democratic Republic of the Congo. Biddle discusses the challenges of effective information gathering in police force vetting and recruitment. He emphasizes that recruitment is a community- and school-based process that should not be rushed. He goes on to discuss his experience in Sierra Leone in determining whether to recruit rebels into the police force and describes the types of challenges countries have faced in building more professional and meritocratic police forces. Next, Biddle discusses the importance of effective organizational structures to lead the police and cautions that efforts to recruit new talent may be futile to the extent that new officers enter a corrupt structure with the “wrong ethos.” Training programs, he states, should be developed in-house, with regard to context and existing skills, knowledge, and staff capacity, and include topics such as human rights, anti-corruption, and enforcement standards. Effectively combating corruption, Biddle posits, requires making the police vocation “valuable” in terms of reputation and fringe benefits. Ultimately, Biddle notes, police reform is “part of good governance” and must receive support from the highest levels of government. While police reform may be costly, he concludes, post-conflict countries cannot be expected to more forward without sustainable and effective police forces.    

Case Study:  Building Strategic Capacity in the Police: Sierra Leone, 1998-2008

Profile

At the time of this interview, Keith Biddle was a consultant on police reform efforts in Africa and a retired officer of the British police. He became involved in international police reform in 1994 as a member of the British police force, in which capacity he served as deputy assistant commissioner in the Metropolitan Police and later as assistant inspector of the Constabulary in the Home Office. In 1994, he became the policing adviser to South Africa’s Independent Electoral Commission in advance of Nelson Mandela’s election. Following his work in South Africa, Biddle began to work with the U.K. Department for International Development on issues involving police reform, including in Indonesia, Ethiopia, Namibia and South Africa. Between 1999 and 2004, while working with the United Nations under DFID, Biddle headed the police force in Sierra Leone. He subsequently worked on police reform projects in the Democratic Republic of the Congo and Somalia, and continued to be involved in police reform efforts in Africa.

Full Audio File Size
178 MB
Full Audio Title
Keith Biddle Interview

Anthony Howlett-Bolton

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A
Focus Area(s)
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10
Country of Reform
Interviewers
Daniel Scher
Name
Anthony Howlett-Bolton
Interviewee's Position
Strategic Justice and Security Sector Adviser
Interviewee's Organization
independent
Language
English
Nationality of Interviewee
British
Town/City
London
Country
Date of Interview
Reform Profile
No
Abstract

Anthony Howlett-Bolton discusses the process of advising Sierra Leone and Lesotho in policing, justice and overall security during development programs in the two countries.  He discusses in depth the practical concerns of Western officials advising in the countries in a more reflective manner, specifically talking about cultural considerations.  Howlett-Bolton also brings up the need for sustainability to be a prominent concern in any development plan, broadly and with respect to justice and security.

Case Study:  Reining in a Rogue Agency: Police Reform in Lesotho, 1997-2010

Profile

At the time of this interview, Anthony Howlett-Bolton was a strategic justice and security sector adviser, having retired four years earlier as a deputy chief constable for a police force in the United Kingdom.  He worked with the Lesotho Mounted Police, the (Lesotho) National Police Information Agency, Ministry of Home Affairs and Public Safety, and the British Council in Lesotho.  In 2007 Howlett-Bolton began work in Sierra Leone as an adviser to a development program, working with the police, prisons and the Ministry of Home Affairs.

Full Audio File Size
109 MB
Full Audio Title
Anthony Howlett-Bolton - Full Interview

Bertrand de Speville

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2
Critical Tasks
Country of Reform
Interviewers
Gabriel Kuris
Name
Bertrand de Speville
Interviewee's Position
Principal
Interviewee's Organization
de Speville and Associates
Language
English
Place (Building/Street)
Residence
Town/City
Kew
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Bertrand de Speville, as former head of the Independent Commission Against Corruption (ICAC) of Hong Kong, and author of Overcoming Corruption: The Essentials, details the measures that should be taken by successful anti-corruption agencies. He explains how the three-pronged strategy of the ICAC is very effective. The three departments of the ICAC—investigation, prevention, and education--- investigate allegations of corruption, attempt to prevent corruption from occurring in private and public sectors, and try to educate the general public about how to eliminate corruption, respectively. De Speville stresses how important it is for these departments to be closely coordinated. Also, he states how he was able to deduce the common mistakes that countries make in regard to their attempt to fight corruption. One of these common pitfalls is a flawed investigating policy, where countries just go for the “big fish.” Thus, the public may believe that the anti-corruption agency is not impartial, but has a political ulterior motive. Therefore, de Speville explains how resources must be allocated in a way that mostly every allegation of corruption should be investigated. This relates to de Speville’s stressing the importance of public trust, in which he elaborates how measures such as the Citizen Oversight Committee within each department and the institution of public relations, are taken. He states that the real measure of success of an anti-corruption agency is whether it can bring about a change of heart and mind in every member of a community, and draws upon the examples of Hong Kong, Singapore, Latvia, and Lithuania to show that this success is possible. 

Case Study:  From Underdogs to Watchdogs: How Anti-Corruption Agencies Can Hold Off Potent Adversaries

Profile

Born in Southern Rhodesia and educated in England, Betrand de Speville served as Solicitor General of Hong Kong before beginning his career in anti-corruption. In 1992, upon becoming the Commissioner of the Independent Commission Against Corruption (ICAC) of Hong Kong, de Speville commenced his concentration in fighting corruption. Through this position, in which he served from 1992-1996, de Speville witnessed the aspects of anti-corruption agencies that were effective, along with practices that were common mistakes. While leading ICAC, he states that he has few regrets, and that in order for corruption to be fought effectively in the future, although agencies should be tailored to their surroundings, they should have a three-pronged strategy of attack, and warrant public support, while staying away from the common mistakes made while fighting corruption, such as selective investigation. Since then, he has worked with dozens of countries and international organizations on setting up specialized anti-corruption agencies and other aspects of anti-corruption policy. From 1997-2003, he was the advisor to the Council of Europe’s Multidisciplinary Group on Corruption. He detailed the necessities of a successful agency and the pitfalls faced within his book, Overcoming Corruption: The Essentials, which was published in 2010 De Speville is currently the principal of de Speville and Associates, an international anti-corruption consultancy based in England.

Full Audio File Size
106 MB
Full Audio Title
Bertrand de Speville Interview

Graham Stockwell

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1
Critical Tasks
Country of Reform
Interviewers
Gabriel Kuris
Name
Graham Stockwell
Interviewee's Position
Retired, Former Founding Director
Interviewee's Organization
DCEC
Language
English
Place (Building/Street)
Home Office
Town/City
Beckenham
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Graham Stockwell, the former Head of Operations, Deputy Commissioner of the Independent Commission Against Corruption (ICAC) in Hong Kong, as well as the former Director of The Directorate on Commission and Economic Crime (DCEC) in Botswana, details his experiences in the creation and implementation of successful anti-corruption departments. He served in Hong Kong from 1984-1992, and there became more interested in anti-corruption work—specifically about the prevention and educational aspects. He explained how randomly while in Hong Kong, Botswana officials who were impressed by the ICAC program traveled all the way to Hong Kong in order to inquire for help and advice form him about the problems they were having in their country. They asked him to travel to Botswana to help. Upon this request, Stockwell left for Botswana in June 1992 where for two weeks he looked into files that had to do with corruption of the police, customs, and tax offices. He was able to interview people in these different areas as well. Stockwell explained how within this investigation, he discovered that there were problems within the tendering process of Botswana in combination with the fact that there was a lack of attention paid to corruption in the country overall. Stockwell states how the Botswana government appointed him the director of the DCEC due to how he requested a force for investigation, prevention, and education in Hong Kong; and they believed that he was the best man to spearhead such a project in their country. Within the interview, Stockwell stressed how the DCEC was started with nothing; and that the accommodations such an office, furniture, transportation, and other resources needed to be sought out. Following their attainment of these necessities, Stockwell explains how they needed to recruit individuals for the DCEC, so there was the formation of a government formation policy group where there was recruitment predominately via the radio. After recruiting individuals, who were mostly from the United Kingdom and police officers from the local community, the next step was legislation. Stockwell and his 4 colleagues split up to all parts of Botswana and explained the anti-corruption legislation, and received huge governmental backing from the likes of President Sir Quett Masire and his ministers.  Also, Stockwell elaborates on some of the cases which were tried during his tenure, and the roles of the investigation, prevention, and education departments within the DCEC. He details how upon leaving Botswana and the DCEC following 4 years of hard work, he believes he left behind a very well-functioning agency; it was the first department that had been set up since the country became independent and it was impressively created from scratch.  

Case Study:  Managing Corruption Risks: Botswana Builds an Anti-Graft Agency, 1994-2012

Profile

At the time of this interview, Graham Stockwell had a great depth of experience of working in anti-corruptions in Hong Kong and Botswana. Stockwell first became involved in fighting corruption upon his joining of the London Metropolitan Police. After three years of serving as a constable for the force, he was promoted to a detective. As detective, he served most of his time in either Criminal Intelligence or in white-collar crime in the Company Fraud Department.  Within the thirty years served on the force, he continued to investigate white collar-crime as he moved up in rank, until he retired from the Metropolitan Police as the Commander of the Metropolitan and City of London Company Fraud Department. Prior to his retirement, Stockwell was asked to go to Hong Kong to be the Head of Operations, Deputy Commissioner of the Independent Commission Against Corruption (ICAC). He served there 1984-1992; and became more interested in anti-corruption work—specifically about prevention and educational aspects of corruption. He then was summoned by Botswana officials to aid them in their quest for the creation of an anti-corruption agency. While in Botswana, Stockwell served as the Director of The Directorate on Commission and Economic Crime (DCEC); where him and four of his colleagues created the anti-corruption department from the ground up. He was the leader of creating this department that aimed to investigate, prevent, and educate about corruption in order to eliminate its culmination in Botswana. Through being a part of the successful anti-corruption agencies in both Hong Kong and Botswana, Stockwell stresses that honesty and education of the public, along with the right caliber of officials to lead the agencies, are vital in the success of anti-corruption efforts.  

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