Carlos Humberto Vargas García describes the challenges of establishing a police academy in El Salvador after the Peace Accords of 1992. He begins by explaining the recruitment and training process, the academic-degree requirements for candidates, and the quota system. Challenges that he faced in training the police force include lack of resources, internal administrative issues and lingering resentment between the former warring factions. He describes the usefulness of his training with ICITAP (the International Criminal Investigative Training Assistance Program), the role of donor countries, the training curriculum, community policing and the importance of having an integrated police. He contends that while it is important to receive aid and training from multiple countries, international donors should not impose preconditions, as they are not familiar with the local reality.
At the time of this interview, Carlos Humberto Vargas García was the chief of studies at the National Academy of Public Security in El Salvador, an institution separate from the national police. From 1992 to 1995, he was the first sub-director of the academy, and he trained in the U.S. and Central America with ICITAP, the International Criminal Investigative Training Assistance Program. He also worked in the private sector, in other universities in El Salvador as a professor of engineering, and for the Instituto Salvadoreño de Formación Profesional, which is in charge of non-formal education.
Giorgio Butini, police adviser to the Office of the EUSR/EU Commission Delegation in Skopje, Macedonia, recounts his experiences while serving as central coordinator and deputy head of program for Proxima, the European Union police mission in the former Yugoslav republic. During 18 years with the Italian State Police, he rose to the rank of lieutenant colonel. Butini discusses the coordination of efforts of various external organizations in the transition from a military to civilian police force in Macedonia. His reflections about the representation of ethnic Albanians and Macedonians in the reformed police force and his insights into the coordination of efforts between and among external and internal actors contribute to the conversation on structural components of policing reform.
At the time of this interview, Giorgio Butini was police adviser to the Office of the EUSR/ EU Commission Delegation in Skopje, Macedonia. A lieutenant colonel of the Italian State Police with 18 years of active service, in 2001 he joined the United Nations mission in Kosovo, where he served for more than a year as deputy regional commander in the Pec/Peja Region. In 2003 he went to Brussels as a police expert during the Italian presidency of the European Union. In October 2003 he was part of the planning team in Brussels and Skopje that launched Proxima, the EU police mission in the former Yugoslav republic, where he served for two years, first as central coordinator and then as deputy head of program. Co-author of a manual on international police missions, he was also a trainer at the European Police Academy beginning in 2002.
Ranjit Singh Sardara discusses the policing role of the U.N. missions in Bosnia-Herzegovina and in Timor-Leste. Being a part of the Bosnian mission, he highlights the significance of community policing, working with non-governmental organizations and ministers to find the best ways to benefit the local citizenry. He also recounts his involvement in overseeing the election process in Visegrad. Regarding the Timor-Leste mission, Sardara describes mentoring plans and the classes organized for the Policia Nacional de Timor-Leste, or the National Police of Timor-Leste. In addition, he describes working with the Suco chiefs to educate the locals on human rights, the duties of the police, child abuse, and domestic violence. Sardara also talks about the U.N.'s internal management and its relationship with the host country’s police and the rest of the population.
At the time of this interview, Ranjit Singh Sardara was the chief of operations of the United Nations Police in Manatutu, Timor-Leste. He served in the Royal Malaysian Police for 27 years. His experience spanned community policing, traffic cases, crime prevention, and operations and intelligence. Sardara was also a part of the U.N. mission in Bosnia-Herzegovina. He served as an election officer in Visegrad; he held the post of deputy station commander and later, station commander. Sardara also served as the deputy regional commander of Sarajevo.
Neil Pouliot, a retired chief superintendent with the Royal Canadian Mounted Police, discusses his experiences as the commander of the United Nations Mission in Haiti from 1994 to 1996. He recounts the security and rule of law challenges posed by the scaling down of U.N. multinational forces. In particular, he describes the challenges associated with effectively recruiting and training new police officers, including the need to demobilize and, in some cases, integrate officers of the former regime. Among the challenges that the U.N. and the international community face in effectively building police services capacity, Pouliot notes, is maintaining continuity between missions and leadership. He argues that police services training is best overseen by integrated multinational forces with diverse language ability and cultural frames of reference. Police reform, he states, requires broader commitment to justice and rule and law from the highest levels of the political sphere. Based on his experiences, Pouliot stresses that it is important that officers have field-based training and live and interact with the communities in which they work.
Neil Pouliot served as the commander of the military and civilian police components of United Nations Mission in Haiti from 1994 to 1996. In this role, he worked with the government of Haiti to maintain and safe and secure environment, prepare for elections, provide interim security, and oversee police services development. Prior to his work in Haiti, Pouliot worked with the Royal Canadian Mounted Police in Canada, including as the officer in charge of national/international drug operations. He also served as a course coordinator and lecturer at the Canadian Police College and as a resource person for the U.N. Division of Narcotics and Interpol. Pouliot also served as the officer in charge of the Security Offenses Branch for the Criminal Intelligence Directorate in Ottawa and the director of Criminal Intelligence Services Canada, an organization tasked with coordinating intelligence in Canada and internationally through the RCMP and other police forces. At the time of this interview, Pouliot was retired as chief superintendent and was working as a consultant with RCMP.
Iver Frigaard describes how criminal networks developed in Kosovo in the absence of effective law enforcement activity. He discusses his reasons for objecting to the decision to drop the word Service from the official name of the Kosovo Police Service. He describes the police force as functional and says police had earned the respect of the population despite being deficient in certain skills. He discusses the problems of low salaries, corruption, political influence, the process of recruitment and vetting, and the transfer of power and responsibilities from the United Nations Interim Administration Mission in Kosovo to the Kosovo Police. He extensively describes the issues of politicization and ethnic differences that affected the police force in Kosovo.
At the time of this interview, Iver Frigaard was the acting police commissioner for the United Nations Interim Administration Mission in Kosovo, a post to which he was appointed in May 2008 by the U.N.'s Department of Peacekeeping Operations. Educated as a lawyer and with a military background, he became a public prosecutor with the police in Norway. After 11 years in the security services, he spent another 11 years with Interpol in France before joining UNMIK in Kosovo in 2007 as deputy commissioner for crime.
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.
Faton Hamiti describes how the police station in Kosovo where he worked as a language assistant moved from being predominantly staffed by U.N. Police officers to having mostly Kosovo Police Service officers. He explains that the first members of UNPOL to arrive in 1999 were well accepted, but they later encountered difficulties due to political issues, lack of cooperation from the population and differences in police techniques among the international officers that were training the KPS. He explains in detail the complex process of transferring power and responsibility from the UNPOL to the KPS, and how the complicated status of Kosovo reflected on policing. He also gives many accounts of his experience while patrolling with the police.
At the time of this interview, Faton Hamiti was the administrative assistant in the Office of the Police Commissioner of the United Nations Interim Administration Mission in Kosovo. He initially worked as a journalist in a daily newspaper in Kosovo before the war and then became a language assistant with UNMIK, first with a U.N. Police patrol and later at the police-station level. In 2006 he started working with the deputy police commissioner for operations, and in 2008 he was assigned as personnel/administrative assistant to the police commissioner.
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.
Oliver Janser describes how the international community concentrated heavily on building a police service in Kosovo and on training police at the Vushtrri training facility. He gives a detailed description of the training curriculum, including the conflicts between U.S. and European Union norms. In addition to the complex political situation, he cites problems involving the public’s lack of trust in the police force, with the recruitment/appointment process of Kosovo Police Service officers, and with the lack of an initial exit strategy. He expresses concerns about the transition between the United Nations Interim Administration Mission and the EU's Rule of Law Mission in Kosovo, and explains some of the differences between the international organizations present there.
At the time of this interview, Oliver Janser was the acting deputy director of public safety at the Kosovo mission of the Organization for Security and Co-operation in Europe, a post that he had held since January 2008. He previously served for 17 years in the German Federal Police as a counselor. His first mission as a U.N. Police officer was in Kosovo in 2001-02, where he started in the airport and later became the chief of the bicycle unit. He earned a master’s degree in risk/disaster management and peacekeeping, and joined the OSCE in Kosovo in 2002, where he started as an instructor for the tactical unit at the Kosovo Police Service training school, teaching defense tactics.
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.
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.