Lesotho

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

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

Khabele Matlosa

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Focus Area(s)
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4
Critical Tasks
Country of Reform
Interviewers
Amy Mawson
Name
Khabele Matlosa
Interviewee's Position
Director of Programs
Interviewee's Organization
Electoral Institute of Southern Africa
Language
English
Nationality of Interviewee
Lesotho
Place (Building/Street)
Electoral Institute of Southern Africa
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract
In this extensive interview Khabele Matlosa traces Lesotho’s electoral history from its founding election in 1966 through to the country’s controversial 2007 vote. He discusses the unpredictability of Lesotho’s politics, touches on the informal party alliances that dogged the 2007 poll, and outlines the causes of the country’s recurrent electoral violence.
 
Profile

Khabele Matlosa began his studies in Lesotho before pursuing a Master’s degree at the University of Leeds in the U.K., and a doctorate at the University of Western Cape in South Africa. He lectured at the University of Lesotho and worked briefly with the South African Regional Institute of Policy Studies in Zimbabwe before taking up his role as director of programs at the Electoral Institute of Southern Africa.

Full Audio File Size
77 MB
Full Audio Title
Khabele Matlosa Interview

Limakatso Mokhothu

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Focus Area(s)
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5
Country of Reform
Interviewers
Amy Mawson
Name
Limakatso Mokhothu
Interviewee's Position
Chairwoman
Interviewee's Organization
Independent Electoral Commission, Lesotho
Language
English
Nationality of Interviewee
Lesotho
Place (Building/Street)
Independent Electoral Commission
Town/City
Maseru
Country
Date of Interview
Reform Profile
No
Abstract
Limakatso Mokhothu discusses the challenges of organizing Lesotho’s first snap election in 2007.  She highlights the difficulties the Independent Electoral Commission faced due to the short timeframe, weaknesses in the voter registration process, inadequate technological capacity, and the lack of engagement with political parties before the poll.  Mokhothu talks about the disputes that emerged following the election, particularly surrounding informal party alliances, and the political difficulties the commission faced in deciding how to manage the problems that informal party alliances created.  
 
 
Profile

Limakatso Mokhothu was nominated by one of Lesotho’s main political parties to serve as an electoral commissioner in 2003.  She was one of three commissioners who oversaw Lesotho’s controversial 2007 election.  The following year she was appointed chairwoman of the commission.  Before joining the Independent Electoral Commission, Mokhothu worked on governance issues at the Irish consulate in Lesotho.

Full Audio File Size
65MB
Full Audio Title
Limakatso Mokhothu Interview

Bertrand de Speville

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Focus Area(s)
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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

Managing a New Model for Elections: Lesotho, 1998-2011

Author
Gabriel Kuris and Amy Mawson
Focus Area(s)
Country of Reform
Abstract

After the 1998 parliamentary elections resulted in violent riots and a foreign military intervention, Lesotho’s leading political parties negotiated a new electoral model that increased the competitiveness of small parties. For the 2002 elections, the newly empowered Independent Electoral Commission worked to reform voter registration, educate voters about the new system, increase transparency, and build relationships of trust with political parties and the public. Careful, inclusive planning resulted in a peaceful election. Although the legislature did not change hands, opposition parties gained new representation and all parties accepted the fairness of the results. However, the next election in 2007 exposed unanticipated weaknesses in the electoral rules and led to renewed controversy. The electoral commission’s slow, acquiescent response to these challenges undermined its reputation for competence. The contrast between the commission’s performance in the 2002 and 2007 elections illuminates the difficulties faced in managing elections when the rules are untested, the stakes are high, and the parties are eager to exploit any advantage.

 
Gabriel Kuris drafted this case study based on initial work by Amy Mawson and on interviews conducted by Mawson in Maseru, Lesotho, in February 2010. Case published August 2011.
 
Associated Interview(s):  Khabele Matlosa, Limakatso Mokhothu