information management systems
Anthony Howlett-Bolton
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
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.
Gareth Newham
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.
Restoring Police Service with a Community Vision: Tanzania, 2006-2009
In 2006, Saidi Mwema, Tanzania's newly appointed Inspector General of Police, launched a long-term reform program that sought to address the rising incidence of crime, the negative public perception of the police, and the lack of police personnel and resources. The police service suffered from decades of financial neglect and a poor reputation. Its initial mandate emphasized regime policing, which oriented the police toward maintaining law and order for the protection of the state rather than the protection of the citizenry. On taking office, Mwema took bold steps to set a new tone for the police, including releasing the private telephone numbers of the police hierarchy and initiating investigations into suspected donors to the ruling Revolutionary State Party. He followed these initial reforms with a strategy-delineated by a "team of experts" comprising senior police officers and academics from the University of Dar es Salaam-to address the weaknesses of the police service. Though the reform process remained in its early stages in 2009, some progress was evident, primarily in the improved reputation of the police and more amicable relations between the police and the public. The case offers lessons for police services seeking to overcome poor reputations and community distrust through the adoption of a community-based ethos after decades of state-oriented policing.
Daniel Scher drafted this case study on the basis of interviews conducted in Dar es Salaam, Tanzania, in August 2009. Jonathan Friedman contributed.
Associated Interview(s): Lucas Kusima, Benson Bana, Semboja Haji, Sifuni Mchome
Chirashree Das Gupta
Chirashree Das Gupta of the Asian Development Research Institute addresses a range of governance issues on the reform agenda of the Nitish Kumar government that came to power in India's Bihar state in 2005. In particular, she talks about the administrative reforms that were necessary after years of curtailed expenditures and reduced functioning of basic governance. She details the importance of coalition-building and incentive-based ownership of programs by the bureaucracy, while recognizing the issue of brokerage that exists in areas of deprivation with a limited number of positions available. She highlights the recruitment of 100,000 teachers as both a success and a failure. She also shares thoughts on integration of different segments of society in a place where the caste system so clearly divides political support.
Case Studies: Coalition Building in a Divided Society: Bihar State, India, 2005-2009 and Reviving the Administration, Bihar State, India, 2005-2009
At the time of this interview, Chirashree Das Gupta was associate professor at the Centre for Economic Policy and Public Finance of the Asian Development Research Institute, in Patna, the capital of Bihar state, India. She worked on the political economy of state-society relations.
Martin Schönteich
Martin Schönteich, a senior legal officer with the Open Society Justice Initiative, discusses police reform in post-apartheid South Africa. He discusses some of the challenges of the integration and amalgamation of new and old police forces, including in ensuring that the recruitment process was perceived as fair, integrating new forces despite limited retirement of older forces, and the challenges that literacy and resource constraints posed to effectively recruiting and training new forces. He goes on to discuss how South Africa addressed a number of challenges in building its new police agency. Some strategies employed included: increasing pay to attract more and better recruits, implementing new information management systems, and bringing in private consulting agencies to develop internal management structures. Schönteich proceeds to discuss the possibility of greater collaboration between the police and private non-state security actors. He concludes by noting that in countries in transition, developing “sound and effective” institutions takes time. Countries may face an initial increase in crime until institutional reforms are effectively implemented.
Martin Schönteich began his professional career in 1994 working as a public prosecutor in Durban, South Africa. At that time he also volunteered to become a police reservist. In addition to working as a public prosecutor, he has worked in the Crime and Justice Policy Unit of the Institute for Security Studies (ISS), a South Africa-based nongovernmental organization that looks at issues of human security in Africa. Before joining the ISS, Schönteich was a public prosecutor with South Africa’s Department of Justice. At the time of this interview, he was a senior legal officer with the Open Society Justice Initiative, an operational program of the Open Society Institute.
Andrew Hughes
At the time of this interview, Andrew Hughes had over 30 years of experience as a police officer, including as a deputy chief police officer in the Australian Capital Territory Police and assistant commissioner in charge of operations for the Australian Federal Police. He served as a liaison officer at the Australian High Commission in London, working with U.K. and European counterparts primarily on issues related to organized crime. Hughes also spent over three years as the commissioner of police in Fiji, prior to the December 2006 coup. On August 9, 2007, United Nations Secretary General Ban-Ki Moon announced Hughes' appointment as police adviser to the U.N., a role that placed him at the head of U.N. Police peacekeeping operations.
Brian Dobrich
Susan Nina Carroll
Jim Tillman
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.