pushing boundaries police training

There is no set way of delivering police reform in a post-conflict environment and, particularly in the unique circumstances of Libya, there is no off-the-shelf solution to deliver effective, meaningful change in the interests of its population.

As such, significant resources are dedicated to the training, mentoring and assessment of the country’s police officers. A needs analysis of their training requirements was devised, identifying the priorities for the institutional development across Libya’s security and policing.

While much of this is focussed on training and mentoring the officers on the ground, a significant portion of effort has also focussed on nurturing the next generation of trainers, as Amylea Toole, Strategic Advisor to Rose Partners, explains:

‘I guess we’re doing ourselves out of a job!

‘It’s all part of capacity and capability building, upskilling Libyan officers and enabling them to become trainers themselves.

‘We as internationals can’t be here forever, and we shouldn’t be here forever. It needs to be an autonomous setup with Libyans training Libyans, creating their own training plans and curriculums and autonomously delivering and assessing them.’

Amylea is one of the Rose Partners team responsible for delivering these courses, which have been of a relatively high level of complexity. In conjunction with the Ministry of Interior, Rose was also tasked with producing a robust assessment process for a leadership programme. 50 candidates went on to graduate from the programme, 20 of which being women. This was a significant achievement in what has typically been a male-dominated society.

‘It’s extraordinary to get almost as many women as men onto a leadership programme,’ Amylea added. ‘It’s been a huge success and I’m very proud to be involved in it.’

Rose Partners’ team have also acted as mentors to the General Department of Training, supporting them through a period of significant change and restructure. It has also allowed Rose to absorb what’s required for future development in the region.

‘Mentoring involves building strong and lasting relationships with officers and senior management at the General Department of Training. This is important as change management is not easy for anybody, but it’s particularly challenging when the department, and the population as a whole, has suffered so much over the past decade.

‘It’s important to help them understand that reform doesn’t mean that they’ll be losing their jobs. It means building, supporting and making things better – not just for them as officers, but for the general public as a whole.

‘They understand that the country needs to restructure and evolve, but we needed them to understand that we weren’t there to get rid of them – we want to work with them. We’ve been able to foster a good working relationship with them, which has been conducive to facilitating the change that was required.

‘Relationships are everything in Libya. Not just with the people we’re training or those we’re directly working alongside, but also with people you see every day such as the interpreters and the drivers.

‘There’s change going on all the time. It’s exciting work and it’s been great to be involved in and offer our support.’

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