Jim Tillman discusses recruitment, politicization and oversight of the Bosnian police from his perspective as program manager for the International Criminal Investigative Training Assistance Program. The previous network of police high schools, in which students committed to police work at age 14 or 15, was dismantled in favor of an application-only process beginning at age 21. He discusses how the United Nations took measures to prevent corruption in the recruitment process, such as giving preferential treatment to familial relations or requiring that cadets pay bribes for admittance into a police training school. Each Bosnian policeman received training in human dignity as part of an effort to reorient the police from a mission of protecting the state to protecting the citizens. Tillman says the Yugoslav police served to protect the interests of the state rather than the interests of the citizens, and the old guard that occupied positions of leadership in the Bosnian police were less amenable to the new community policing ethos than were the new, younger recruits. In addition to human-dignity training, ICITAP stressed in training that the police carry a polite demeanor and neat dress to facilitate daily interactions with their communities and set up an anonymous complaint bureau to improve accountability. Tillman explains that ICITAP set up crime databases to allow the Bosnian police to track crime rates by type and region, in order to develop more targeted and better informed policing strategies. He says depoliticizing the police was a struggle because the old guard was still in place. One innovative approach to shielding police commissioners from political influence and from cantonal ministers of the interior in particular was the establishment of independent panels to recommend candidates for the position of police commissioner.
At the time of this interview, Jim Tillman worked in Bosnia-Herzegovina as a program manager for the U.S. Department of Justice’s International Criminal Investigative Training Assistance Program. He began his career as a plant manager for the American textile firm Brown Group, after which he became a police officer in the U.S. His first international policing experience was in Haiti, where he worked on police reform and development. He later worked in Azerbaijan, Ukraine and throughout the Balkans.
Joseph Kekula, former inspector-general of the Liberian National Police, talks about the police reforms in Liberia that the United Nations Police undertook under the 2003 Comprehensive Peace Agreement. He discusses the process of rank restructuring and its contribution in demilitarizing the police. He points out the role of the Change Management Committee that combined local and U.N. police in developing guidelines for recruitment, vetting and other procedures. In their efforts to professionalize the police, Kekula describes the challenges they encountered, including inadequate human resource capacity, lack of operational equipment and materials, and poor public relations. As part of the solutions, he explains how Community Policing Forums changed the police’s image and boosted public confidence. He also discusses the government’s agreement to raise police salaries in a bid to increase manpower and the need for a population census to determine the number of police required in the country.
At the time of this interview, Joseph Kekula was the former inspector-general of the Liberian National Police. He specialized in VIP protection and worked in the presidential mansion. He came up through the ranks to become a colonel. During the transitional government from 2003 to 2005, Kekula served as a deputy director for police administration.
Knut Walter gives a sociological and historical account of the militarization of Salvadoran political life, even under civilian rule, culminating in the civil war. He describes the peace accords and ensuing reforms as a process of demilitarization of the police and reassignment of the armed forces to a very limited national security role. He praises the design of the National Civil Police and its commitment to training, high levels of education and curricular emphasis on human rights. Walter identifies a need to improve investigations, given the low national sentencing rates coupled with the highest homicide rates in Latin America. However, he rejects the argument that the army was any more effective in containing violence in decades past through zero-tolerance policies. He attributes the high homicide rates to structural causes that must be addressed, including widespread availability of weapons, ambiguous property rights and social vulnerability brought on by migration. Walter then discusses the proliferation of private security firms in El Salvador as a result of the culture of violence during the war years and as a possible strategy for integration of ex-combatants into the work force, but he denies any conflict of spheres of competence with the National Civil Police.
At the time of this interview, Knut Walter was president of the Accreditation Commission of El Salvador. He earned a doctorate in history and held academic posts at Jose Simeon Cañas Central American University for 23 years. He was a fellow at the New York Social Science Research Council, and he served as director of graduate programs at the Latin American University of Social Sciences in Guatemala.
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.
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.
Batu Kutelia explains how Georgia modernized its post-Soviet law enforcement system after the Rose Revolution, which prior to 2004, he describes as highly politicized and corrupt. One of the central reforms Kutelia describes is personnel management, including changes to recruitment, training and oversight of police and defense personnel to reduce corruption. He also describes the necessity to depoliticize and demilitarize the law enforcement system. He explains how the two different national security institutions merged to reduce redundancy and how centralized decision-making processes shifted to improve transparency. While Kutelia recognizes that decentralization was a key element of Georigia’s security reform, he adds that political will and public support have been essential to sustain change in the country.
Since January 2011, Mr. Kutelia was the deputy secretary of the National Security Council of Georgia. From 2008 until 2011 he was the ambassador extraordinary and plenipotentiary to the United States of America, Canada and Mexico. In his previous capacities he has been first deputy minister of defense (2007-2008), deputy minister of defense and foreign affairs (2006-2007) and deputy minister of state security (2004). From 2005-2006 he functioned as the head of Foreign Intelligence Special Service of Georgia. Before this he was head of the Foreign Intelligence Department of the Ministry of State Security of Georgia and director of the Political Security Department of the National Security Council in 2004. Before turning into his diplomatic and political career Mr. Kutelia studied physics and holds a PhD in physics. He also holds a master's degree in public affairs administration. Mr. Kutelia is fluent in English, French, Russian and Georgian.
Gareth Newham discusses the challenges of reforming the police service and building the rule of law in post-apartheid South Africa. As a policy and strategy adviser, he identifies shortcomings in the police force, formulates projects to fix them, and assists in implementing the solutions. Newham touches upon issues of promotion, discipline, information management, and anti-corruption measures in Gauteng. For example, he believes that the best way to combat corruption is to create a culture in which police officers condemn corruption within their own ranks. In collaboration with actual members of the police force, Newham developed an anti-corruption model based on prevention, detection, investigation, and restoration. By instructing police officers ahead of time of the consequences of engaging in corruptive behavior, the police force could take proactive measures towards fighting corruption. Newham drew upon the research of others in implementing police reforms, but he acknowledges that there is no single way to create an effective police force. Instead, reforms must be tailored to the specific society.
Gareth Newham studied organizational psychology and political studies at the University of Cape Town. He completed a post-graduate degree in political studies and wrote his honors dissertation on civil-military relations and how South Africa could ensure democratic control of the military. In 2002, he received a master’s degree from the Graduate School for Public and Development Management at Wits University. His master’s dissertation looked at how to promote police integrity at Hillbrow Police Station, a corrupt inner-city station. Newham previously worked for the Institute for Democracy in South Africa (IDASA) where he led the Provincial Parliamentary Monitoring Project and conducted research on provincial legislatures. He later served as project manager for the Center for the Study of Violence and Reconciliation (CSVR) where he focused on police management issues and crime prevention. In March 2006, Newham became the policy and strategy adviser to the Gauteng MEC (Member of the Executive Cabinet) for Community Safety, a post he continued to hold at the time of this interview.
As Liberia began to emerge from civil war in 2003, the warring sides agreed to overhaul the discredited national police service. In the Comprehensive Peace Agreement signed in Accra, Ghana, the parties designated the United Nations as the lead body in rebuilding and reforming Liberia’s civilian police capacity. In a joint effort between Liberian and U.N. police, led initially by U.N. Police Commissioner Mark Kroeker and Liberian Inspector General Chris Massaquoi, reformers vetted and trained a new police service of more than 4,000 officers, established specialized units to combat gender-based violence and high-risk threats, improved internal accountability mechanisms, and began to reverse the sordid reputation for unlawful killings and rape the police had earned during Liberia’s civil war. This case offers insights into the development of the Liberia National Police, one of the successes in post-war Liberia and an uncommon example of successful post-war police reform.
Jonathan (Yoni) Friedman drafted this case study on the basis of interviews conducted in Monrovia, Liberia, during June and July 2011, and on the basis of interviews conducted by Arthur Boutellis in Monrovia in May 2008 and text prepared by Christine MacAulay. Case published September 2011. A separate case study, “Building an Inclusive, Responsive National Police Service: Gender-Sensitive Reform in Liberia, 2005-2011” describes efforts to increase gender diversity and respond to high rates of sexual and gender-based violence in Liberia.
Chief Superintendent Dave Beer of the Royal Canadian Mounted Police recounts his experiences in leading policing/justice development missions, particularly in Haiti, in the early 1990s and then about a decade later. His length of service in the arena of international peacekeeping and the parameters under which he has served, both as a representative of the Canadian government during a bilateral mission and under the aegis of the United Nations during a multilateral mission through the Department of Peacekeeping Operation, carries with it a broad viewpoint as to the development of policing in Haiti. His experience in other states, particularly Iraq and Liberia, provides a comparative study of best practices. He particularly offers insight into pre-deployment training by the U.N. and the Canadian government and on-the-ground knowledge of local recruitment strategies and requirements. The sentiments of this quote reverberate throughout the interview, "It is an axiom, I think, of this world of international development that you have to find local solutions led by local individuals supported by the local government for it to be either a) instituted; b) successful; and c) sustainable. You’re not going to have any one of those three unless it’s a locally-created program."
At the time of this interview, Chief Superintendent Dave Beer was serving as the director general of international policing for the Royal Canadian Mounted Police, a position that included peace-operations deployments, liaison with INTERPOL, and oversight of the international operations branch, the visits and travel branch, and the international affairs and policy branch. Beer led or participated in policing development missions under the auspices of the Canadian International Development Agency, the United Nations Department of Peacekeeping Operations and the U.S. State Department. Although he spent the most time in Haiti, partially due to his being bilingual in French and English, he also served in Liberia, Central African Republic and Iraq.
Doug Coates, the director of the Royal Canadian Mounted Police International Peace Operations program, recounts his experiences and lessons learned in building effective international and indigenous policing capacity. Drawing on his experiences in Haiti from 1993 to 1995, where he served as a regional commander with the United Nations Mission to Haiti, Coates describes the challenges associated with the effective vetting, recruitment, and training of police services. He notes that training and professionalizing local and national police forces, particularly in a country without a strong foundation in formal policing, necessitates taking into account the local context and community needs. Coates also discusses the current efforts of the RCMP to develop a more rigorous predeployment international police-training program. He stresses that support for police participation in international peace operations requires recognition of the fundamental linkages between domestic and international security concerns. He argues that the international community “has to invest and invest for the long term” to strengthen police services to deal “with the challenges associated to maintaining law and order in the 21st century.”
Doug Coates began his involvement in international policing in 1993 as a member of the United Nations advance team to the U.N. Mission to Haiti. He then served as a regional commander in Haiti’s Grand'Anse region, where he was responsible for the development of policing services, training of the (at that time) interim security force, and maintenance of law and order throughout the region. From 1996 to 2001, Coates managed the peacekeeping department of the Royal Canadian Mounted Police, including the management of a mission in Haiti and the deployment of Canadian police to peacekeeping operations around the world. He then served as the director of police programs and as chief operating officer to the Pearson Peacekeeping Center, a private, nongovernmental organization based in Ottawa; in that capacity, he was involved in the development and implementation of military police and civilian programming. At the time of the interview, Coates served as the director of the RCMP’s International Peace Operations program. His international experience in international policing included Haiti, the Solomon Islands and Vanuatu; he also worked on police capacity-building programs in Africa. Coates died in the January 2010 earthquake in Haiti, where he was serving as the acting police commissioner for the U.N. Stabilization Mission.
Rachel Neild describes police reform programs in Haiti, El Salvador and other parts of the world. She discusses extensively the challenges of effective recruitment and vetting, particularly in the presence of poor information. She goes on to discuss the process of integrating former combatants into police forces, noting that while starting police reform from scratch may have been necessary in Haiti, this need not be the case in other contexts if former forces are properly vetted and held to the same standards and qualifications as the rest of the police force. Neild goes on to discuss some of the challenges associated with the effective operationalization of the police force, including force composition, professionalization and community involvement. She concludes that policing is a “two-way street” that involves both developing and building trust of the police and ensuring that people “understand the nature of law and rights and responsibilities.”
At the time of this interview, Rachel Neild was senior adviser on ethnic profiling and police reform with the Equality and Citizenship Program of the Open Society Justice Initiative. She previously worked with the Washington Office on Latin America, where she was involved in monitoring the Salvadoran peace accords and demilitarization policy in Haiti. She also worked with the Andean Commission of Jurists, Peru, and the Inter-American Institute for Human Rights, Costa Rica. Neild has done consultancies on human rights and policing for the Inter-American Development Bank, the Organisation for Economic Co-operation and Development, the U.S. Agency for International Development, and Rights and Democracy, among other organizations.