Building trust

Jozo Rados

Ref Batch
A
Focus Area(s)
Ref Batch Number
11
Critical Tasks
Country of Reform
Interviewers
Tristan Dreisbach
Name
Jozo Rados
Interviewee's Position
Former Minister of Defense
Language
English
Town/City
Zagreb
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Jozo Rados describes his role as Croatia’s minister of defense and the reforms he helped implement to expand transparency and the role of civilians in the Ministry of Defense. He notes that prior to 2000 the Croatian Parliament lacked significant oversight and control mechanisms over the country’s military. He describes his efforts to depoliticize the ministry by putting restrictions on the ability of military officers to serve in high-ranking political party positions. He explains the role of the North Atlantic Treaty Organization (NATO) in helping the ministry overhaul its defense strategy. He addresses alterations to the military’s chain of command and talks about the role of opposition parties played in the reform process through round table discussions. He describes how he managed to downsize the military through a restructured retirement process and reduction in the ministry’s branches. Finally, he stresses the need to strive for a properly balanced ministerial staff and a standardized system of personnel promotion.  

Profile

At the time of this interview, Jozo Rados was Croatia’s former minister of defense who served in this position from January 2000 to July 2002. In addition to his time at the Ministry of Defense he was a member of the Croatian Parliament, serving on the Committee for Internal Policy and National Security, the Committee of European Integration, and the Committee for Inter-parliamentary Cooperation. He also served as a member of the European Parliament. He graduated from the Faculty of Electrical Engineering and Computing at the University of Zagreb, and received his master’s degree in philosophy and history from the University of Zagreb’s Faculty of Humanities and Social Sciences. 

Full Audio File Size
91 MB
Full Audio Title
Joz Rados Full Interview

Civilians Get a Foot in the Door: Reforming Brazil’s Defense Ministry, 2007–2010

Author
Tristan Dreisbach
Country of Reform
Abstract

In 2007, the political moment was right for President Luiz Inácio Lula da Silva to build Brazil’s Ministry of Defense into an institution that would give civilians a significant role in defense policy—more than two decades after the end of military rule. The ministry had existed since 1999 but had failed to provide effective civilian leadership in setting defense policy and overseeing defense institutions. The president, known to Brazilians as Lula, set the stage for the reform by way of a strategy document that called for institutional changes in both the ministry and the armed forces. Then he appointed a well-known and respected minister, Nelson Jobim, to implement the new policies. Jobim worked with a military adviser to unify control of the armed forces, promote greater cooperation and closer coordination among the three service branches, and press civilians and military officers to work together in creating defense policy. By the end of Lula’s presidency in 2011, key tasks remained, but the joint staff held key strategic planning functions, the three branches were cooperating on important matters, and military officers, civilians in government, and outside experts were collaborating in the formulation of defense policy.

Tristan Dreisbach drafted this case study based on interviews conducted in Brasilia and Rio de Janeiro in May and June 2016. Case published August 2016.

Crossing the Civil-Military Divide: Structuring a Civilian Role in Taiwan’s Defense Policy, 2000–2008

Author
Tristan Dreisbach
Focus Area(s)
Country of Reform
Abstract

In 2000, the election of opposition politician Chen Shui-Bian as Taiwan’s president upended five decades of rule by the Kuomintang Party, and an era of tight military control over defense decision making. Chen had long favored reforms to increase civilian participation in the areas of defense policy, strategy, and procurement. Now he faced the tough task of implementing a new law that called for restructuring the Ministry of National Defense and placing a civilian defense minister into the chain of command. The new president confronted strong opposition from officers, many of whom resisted the increased presence of civilians in the formulation of policy. During the next eight years, Chen’s efforts sharply increased the number of nonmilitary personnel at the ministry and created new opportunities for civilian influence and oversight. Chen turned the National Security Council, an organization within the presidency that previously had held little influence, into an effective advisory and policy coordination unit. His administration also introduced an annual political–military joint exercise that increased civilian officials’ defense capability and preparedness.

Tristan Dreisbach drafted this case study based on interviews conducted in Taipei, Taiwan, in February and March 2016. Case published June 2016.

A Year of Calm: Tunisia's Independent Government, 2014–2015

Author
Robert Joyce
Country of Reform
Abstract

In August 2013, two and a half years after a citizen uprising ousted a long-ruling dictator, Tunisia was at a tipping point. Following the assassination of a secularist politician—the second such killing that year—opposition parties demanded the dissolution of the National Constituent Assembly and the resignation of the interim government, a coalition led by the Islamist Ennahda party. Work on a new constitution stopped amid dueling street protests between the two blocs. In October, four civil society organizations intervened and mediated political talks between the two sides. Under the terms of the resulting deal, the assembly agreed to resume its work and to appoint a new prime minister to run the government. They chose a compromise candidate, Mehdi Jomaa, an incumbent minister of industry with proven managerial experience and no known political allegiances. Jomaa and his cabinet of businesspeople, civil servants, professors, and judges led the country to peaceful, credible elections in October 2014. His government walked a narrow line as it tried to lead government operations without an electoral mandate and to bridge the interests of the civil society mediators, Ennahda, and the secular parties. By the time he left power, Jomaa was one of the country’s most popular leaders, and in 2015 the civil society leaders who had mediated the political talks won the Nobel Peace Prize for their role in crafting Tunisia’s distinctive effort to navigate tensions and avoid political violence.

Robert Joyce drafted this case based on interviews conducted in Tunis, Tunisia, in February 2016. Case published in March 2016.

Making Power Sharing Work: Kenya’s Grand Coalition Cabinet, 2008–2013

Author
Leon Schreiber
Country of Reform
Abstract

Following Kenya’s disputed 2007 presidential election, fighting broke out between supporters of incumbent president Mwai Kibaki and opposition leader Raila Odinga. Triggered by the announcement that Kibaki had retained the presidency, the violence ultimately claimed more than 1,200 lives and displaced 350,000 people. A February 2008 power-sharing agreement between the two leaders helped restore order, but finding a way to govern together in a new unity cabinet posed a daunting challenge. Under the terms negotiated, the country would have both a president and a prime minister until either the dissolution of parliament, a formal withdrawal by either party from the agreement, or the passage of a referendum on a new constitution. The agreement further stipulated that each party would have half the ministerial portfolios. Leaders from the cabinet secretariat and the new prime minister’s office worked to forge policy consensus, coordinate, and encourage ministries to focus on implementation. The leaders introduced a new interagency committee system, teamed ministers of one party with deputy ministers from the other, clarified practices for preparing policy documents, and introduced performance contracts. Independent monitoring, an internationally mediated dialogue to help resolve disputes, and avenues for back- channel communication encouraged compromise between the two sides and eased tensions when discord threatened to derail the work of the executive. Despite the odds firmly stacked against it, Kenya’s Grand Coalition cabinet was largely able to govern according to a unified policy agenda. As a result, the coalition managed to implement some of the important reforms stipulated under the power-sharing deal, including the adoption of a new constitution. However, the level of political corruption remained high.

 

Leon Schreiber drafted this case based on interviews conducted in Nairobi, Kenya in September 2015. Case published March 2016.

This series highlights the governance challenges inherent in power sharing arrangements, profiles adaptations that eased these challenges, and offers ideas about adaptations.

Back to the Barracks: Getting the Indonesian Military Out of Politics, 1998-2000

Author
Tristan Dreisbach
Focus Area(s)
Country of Reform
Abstract

In May 1998, Indonesia’s armed forces, which had marched in lockstep with the Suharto regime for more than three decades, were poised to begin a stunning about-face. Suharto, a former major general, had resigned when antigovernment protests rapidly escalated, and his departure opened the door for a small group of military leaders to implement reforms they had discussed quietly for years. Agus Widjojo, one of the officers, drafted a plan that would change the relationship between civilian government and the armed forces. His New Paradigm reform agenda called for eliminating the military from many aspects of politics and governance in which it had long played a dominant role. From 1998 to 2000, the military severed its ties with the ruling party, agreed to reduce its representation in the parliament, ordered active-duty officers to leave many posts in civilian government, and separated the police from the armed forces. The changes represented a major break with the past and set the stage for civilian-led reforms to enhance elected government’s control over military institutions and defense policy.

 

Tristan Dreisbach drafted this case based on interviews conducted in Jakarta in March and April 2015. Case published August 2015. A companion case study, Cooperation and Conflict, examines the role of civilians in furthering Indonesian military reforms from 1999-2004.

Escaping Political Deadlock: Nepal’s Caretaker Cabinet 2013–2014

Author
Leon Schreiber
Country of Reform
Abstract

In early 2013, six years after the end of a devastating civil war that claimed 17,000 lives and displaced an estimated 100,000 people, the Himalayan nation of Nepal faced the prospect of renewed violence. A 2006 peace accord between an insurgent Maoist political movement and traditional political parties called for ending Nepal’s 239-year-old monarchy and creating a new democratic system. But disputes over power sharing led to the failure of four successive coalition governments and slowed the effort to negotiate and enact a new constitution. In May 2012, the deadlock resulted in the dissolution of the elected legislature, which had also been serving as a constituent assembly. It was crucial to hold fresh elections. But when political parties were unable to agree on the formation of a coalition government for steering the country toward that goal, leaders of the four main political blocs, including the Maoists, agreed to set up a caretaker government under Khil Raj Regmi, the sitting chief justice of the Supreme Court and head of the country’s judiciary. Regmi and his team of technocratic ministers strengthened cabinet decision-making procedures, agreed on a shared governance agenda, and worked closely with both the election commission of Nepal and political parties to plan elections for a new constituent assembly. Despite concerns about having the same person in charge of both the executive and judicial branches at the same time, the caretaker cabinet succeeded in holding credible elections that put Nepal back on track toward a new constitution.

Leon Schreiber drafted this case study based on interviews conducted in Kathmandu, Nepal, in February 2016.

This series focuses on cabinet management in unity governments. It profiles challenges and offers ideas for improving effectiveness. The cases provide food for thought only. Most are mixed successes and present significant unresolved problems.