accountability

Sigrid Arzt

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M
Focus Area(s)
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4
Critical Tasks
Country of Reform
Interviewers
Robert Joyce
Name
Sigrid Arzt
Interviewee's Position
Former National Security Advisor to the President of Mexico
Language
English
Town/City
Mexico City
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Sigrid Arzt Colunga explains the role of the Technical Secretary of the National Security Council in Mexico. She discusses the administrative coordination necessary to serve national and public security needs in Mexico. Just as the Calderon administration is coming into power, she describes the political diplomacy and cooperation she uses to transition into her newly created role as the President’s security adviser. She also details the process of communicating with and reporting to the President and Congress, as well as coordinating efforts with other ministers and technical secretaries. Arzt says one of the challenges of the job is that the legal mandate detailing the power of the position is vague, and because it is a new position, others in the bureaucracy and older agencies do not immediately accept her authority. Arzt also explains the mission and vision behind the National Security Plan, and describes some of her responsibilities, like allocating budget appropriations, working with the governors to secure states, and coordinating agenda items for the President’s meetings with senior administrators. 

 

 

Profile

At the time of this interview Sigrid Arzt Colunga was working with a think tank, conduting policy research in Mexico. She had extensive experience working on national and public security issues through her academic work, with the Fundacion Rafael Preciado, and through public service. She worked both as a public servant and a consultant for Centro de Investigación y Seguridad Nacional  (CISEN) and served as Technical Secretary to Attorney General Antonio Lozano Gracia during President Ernesto Zedillo’s administration.  She also formerly directed the NGO Democracia de Derechos Humanos y Seguridad, an organization that gathered information and made policy recommendations regarding issues of security, human rights and transparency. She officially joined President Felipe Calderon’s transition team in October 2006 as the Technical Secretary of the National Security Council, and served in that role until resigning in March 2009. 

A Blueprint for Transparency: Integrity Pacts for Public Works, El Salvador, 2009–2014

Author
Maya Gainer
Focus Area(s)
Critical Tasks
Country of Reform
Abstract

When Gerson Martínez became head of El Salvador’s Ministry of Public Works in 2009, the organization was notorious for corruption that contributed to poor-quality construction, unfinished projects, and frequent lawsuits. Working with a prominent nongovernmental organization (NGO) and industry representatives, Martínez introduced integrity pacts as monitoring mechanisms intended to prevent corruption. The agreements publicly committed officials and companies to reject bribery, collusion, and other corrupt practices and enabled NGOs to monitor bidding and construction. Although limited capacity and resistance from some midlevel ministry staff hindered the monitors’ work, integrity pacts focused the attention of both the government and the public on problems in major public works projects; and participants said the pacts helped deter corruption in those they covered. In 2012, integrity pacts became part of El Salvador’s Open Government Partnership action plan, in implicit recognition of the tool’s contribution to reform. As of August 2015, the ministry had signed 31 integrity pacts involving five projects worth a combined US$62 million. Although sustaining the initiative proved a challenge, integrity pacts served as a foundation for increased collaboration between government, civil society, and the private sector—and as a first step toward a new institutional culture at the Ministry of Public Works.

 

Maya Gainer drafted this case study based on interviews conducted in San Salvador in July 2015. Case published in October, 2015. This case study was funded by the Open Government Partnership.

Nitish Kumar

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Focus Area(s)
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1
Country of Reform
Interviewers
Rushda Majeed
Name
Nitish Kumar
Interviewee's Position
Former Chief Minister
Language
Hindi/English
Town/City
Patna, Bihar
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Nitish Kumar explains the role of the Chief Minister and the progress made in Bihar through governance and reform. Kumar talks about initial challenges and a changing atmosphere in Bihar over the course of his administration, with the mood shifting from fear and mistrust to confidence in government and law and order. Detailing major reforms in governance, law and order, education, healthcare, and more, Kumar describes specific actions taken by Bihar’s government. These include passage of an Arms Act to secure public spaces, expansion of and increased attendance in public schools, increased infrastructure and transportation, delegation of responsibility in government offices, implementation of a Rights to Public Services Act and more. Kumar discusses what he sees as successes from his time in office, and the steps he takes to effectively govern the people of Bihar.

Profile

At the time of this interview, Nitish Kumar was the former Chief Minister. Kumar had previous experience in governing from his work as a Minister in the Union Government of India. Before that, he briefly worked with the Bihar State Electricity Board, putting his Electrical Engineering degree from NIT Patna to use. Kumar belongs to the Janata Dal (United) political party in India, and has gained popularity by initiating a series of developmental reforms in the state of Bihar during his times as Chief Minister there. His supporters and fans nicknamed him “sushasan babu,” which roughly translates to “man of good governance.”

Edmundo Perez Yoma

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K
Focus Area(s)
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16
Country of Reform
Interviewers
Robert Joyce
Name
Edmundo Perez Yoma
Interviewee's Position
Former Minister of the Interior
Language
English
Town/City
Santiago
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Edmundo Jaime Pérez Yoma, the former Minister of Interior under the Bachelet Administration discusses the 2010 presidential transition process in Chile, specifically how they transitioned from one coalition to another, from President Bachelet’s left-wing coalition to President Piñera’s right-wing coalition. He argues that the main responsibility of an outgoing government to an incoming government is to make the transition as smooth as possible. He mentions that to accomplish this, he gave his team a list of instructions on how to effectively handle the transition. Some of the instructions included to not hire any more government officials and to communicate and schedule meetings with President Piñera’s appointed ministers. Moreover, Perez Yoma acknowledges that some ministers were very reluctant to work with the Piñera administration, given that they belonged to a different coalition. He claims that to address this issue he met with those ministers and told them that working with the Piñera administration was in their benefit because it would prevent the incoming officials from blaming them for lack of information. Perez Yoma mentions that the transition process went very smoothly until the February 27th earthquake. Once the earthquake struck, he argues, President Piñera and his administration became very proactive and wanted to manage the situation by themselves. In addition, they lost support from people, like the commander-in-chief of the army, who decided to follow Piñera’s orders because he already had a position secured in his administration. As a result, communication and cooperation between the two administrations worsened after the earthquake. He concludes by recommending to Ministers of Interiors facing a similar transition to the one he handled to prioritize the interests of the country over the interests of both the outgoing and the incoming government.

Case Study:  Transferring Power in a Crisis: Presidential Transition in Chile, 2010

Profile

Edmundo Jaime Pérez Yoma is a well-known politician from the Christian Democrat Party of Chile. He served as the Minster of Interior for President Michelle Bachelet’s first administration and helped ease the presidential transition process from President Bachelet to President Piñera. Prior to this position, he served, twice, as Minister of Defense during the administration of President Eduardo Frei Ruiz-Tagle. In addition to his political career, in the 1990s, he was president on the board of Petrox and Chilectra Metropolitana, oil and electricity companies, respectively.

Full Audio File Size
49 MB
Full Audio Title
Edmundo Perez Yoma Full Interview

Juan Miguel Luz

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ZC
Focus Area(s)
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3
Country of Reform
Interviewers
Rushda Majeed
Name
Juan Miguel Luz
Interviewee's Position
Associate Dean
Interviewee's Organization
Asian Institute of Management
Language
English
Nationality of Interviewee
Philippines
Place (Building/Street)
Asian Institute of Management
Town/City
Makati City
Country
Date of Interview
Reform Profile
No
Abstract
Juan Miguel Luz describes his involvement with the conception and execution of the Textbook Count Project as a senior official in the Philippine Department of Education. Beginning with a description of the problems with the department prior to his appointment, Luz outlines how corrupt department officials awarded textbook contracts to favored, often unqualified publishers, and further critiques the poor controls on textbook quality and delivery at the time. He describes the steps taken under Textbook Count One, Two, and Three to overhaul the bidding, production, and nationwide delivery of textbooks, emphasizing the importance of relying on non-governmental organizations such as Government Watch, the National Citizens Movement for Free Elections, and even the Boy Scouts and Girl Scouts in inspecting the quality and quantity of books delivered. Luz describes the success of the project, supported by the World Bank, in reducing the cost of textbooks, establishing stringent quality controls, and ensuring the timely delivery of needed textbooks to public schools all across the country. Providing numerous examples of corruption, Luz offers valuable insights into the challenges of monitoring services and holding both suppliers and civil servants accountable.
 
Profile

At the time of this interview, Juan Miguel Luz was serving as an associate dean of the Center for Development Management (CDM) at the Asian Institute of Management (AIM). Earlier on, from 1997-2005, he was a member of the business and development management faculty at AIM, and also served as the managing director of the AIM Center for Corporate Responsibility from 1999-2002. In 2002, he entered public service as undersecretary of the Philippine Department of Education, where he was in charge of finance and administration. He held this position until 2006, and during his tenure, was part of significant reform within the department, including the numerous Textbook Count projects that helped improve the quality and availability of textbooks to local schools. From 2006-2008, Luz served as president of the International Institute for Rural Reconstruction, an international NGO with programs in Southeast Asia and East Africa. He rejoined AIM in September 2009, and remains actively involved with a number of non-profit organizations, including the Knowledge Channel, the Philippine Center for Population Development, and Philippine Business for Education. He has also authored books on the strategic management of non-governmental organizations, corporate-community relations and education management. 

Full Audio File Size
140 MB
Full Audio Title
Juan Miguel Luz Interview

A New Approach to Managing at the Center of Government: Governor Mitch Daniels and Indiana, 2005-2012

Author
Michael Scharff
Country of Reform
Internal Notes
Case published 11/16/2012 by SM.
Case updated 02/13/2013 by SM.
Case minorly updated 03/06/2013 by SM.
Abstract
When Indiana governor Mitch Daniels took office in January 2005, he sought to change the performance and culture of state government. The state’s economy was stagnant, and the accumulated budget deficit was topping $600 million on a total budget of $22.7 billion for 2003–05. (The state legislature passed a new budget every other year.) State agencies received funding without having to show results, and when funds were available, state workers received pay raises in some years regardless of performance. Daniels recognized that the delivery of bold reforms, including the promise to close the deficit and improve economic growth, required changing the way state government worked. A former corporate executive, Daniels had served as director of the Office of Management and Budget, which, among other responsibilities, helps the US government’s executive branch prepare its version of the federal budget, but he had never held elected office. To implement his agenda, Daniels needed new systems and new processes in his office, the center of Indiana state government. He created an Indiana office of management and budget and established a new group within that office to set goals, monitor performance, and link budgets to outcomes. Policy teams in Daniels’s office reported progress on agency-level reforms and helped unclog bottlenecks. And Daniels created a performance-based pay system to encourage state workers to focus on results. Daniels’s reforms were not without controversy. For example, he scrapped state workers’ rights to collective bargaining, and he privatized services previously delivered by government, which led to employee layoffs. By 2012, the final year of his second term, Daniels’s reforms had produced marked changes, including a budget surplus every year from 2006 to 2012, and he won praise from both his own Republican Party and opposition Democrats.
 
Michael Scharff drafted this case study based on interviews conducted in Indianapolis, Indiana in July 2012. Rick Messick—formerly of the World Bank, and chief counsel and research director of the National Republican Senatorial Committee from 1983-84 when Governor Daniels was executive director—provided guidance, editorial suggestions, and interview support. Case originally published November 2012. Case revised to clarify budgetary results and republished in February 2013. 
 
Associated Interview(s):  Mitch Daniels, Governor, Cristopher Johnston

Ciro Fernandes

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V
Focus Area(s)
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2
Country of Reform
Interviewers
Rushda Majeed
Name
Ciro Fernandes
Interviewee's Position
Program Director and Special Adviser
Interviewee's Organization
Brazilian Ministry of Administration and State Reform
Language
English
Nationality of Interviewee
Brazilian
Town/City
Brasilia
Country
Date of Interview
Reform Profile
No
Abstract
Ciro Fernandes recounts his experience in Bresser-Pereira's team in the Ministry of Administration and State Reform. The initial reform team was recruited from pools in the larger civil service bureaucracy, the Secretariat for Federal Administration that served as immediate basis for the Ministry, and Bresser-Pereira's university network. The first mandate under President Cardoso focused on articulation of specific goals for the reform program, including (i) decentralization of public administration, especially for service delivery; (ii) development of performance indicators with support from international consultants; (iii) reform of the hiring process for civil servants; and (iv) strengthening of the civil service core through enhanced recruitment strategies. Fernandes identifies the reform blueprint of Plano Diretor as the most significant product of the reform inasmuch as the ideas contained therein have served as bases for a long-lasting revolution in thinking about public administration. Under Fernandes' direction, there was a coordinated and three-pronged media outreach strategy predicated on (i) a magazine targeting a wide audience of practitioners, (ii) a collection of papers for specialists who may be interested in replicating the reform, and (iii) a website in a decade when the potential of the internet remained largely untapped. Due to this visibility, Bresser succeeded in putting civil service at the top of the agenda of the reform-focused Cardoso administration. However, during the second mandate there were significant challenges to implementation. The main sources of resistance were civil service unions and specific advisers in the executive and legislative branches who identified managerial reform with the neoliberalism they denounced. Fernandes discusses specific implementation challenges in decentralization through creation of state-funded, administratively autonomous social organizations, as well as through creation of executive agencies. In both cases, the difficulties in establishing pilots and managing anxiety among the personnel contributed to limited successes. In this climate, the Ministry was ultimately absorbed by the Ministry of Planning. The resulting discontinuity among the key reform managers frustrated successful implementation of the reform at the federal level. Nonetheless, the dispersion of the reform team resulted in further dissemination of the key ideas of the Plano Diretor as the reform staff was incorporated into other teams at the state level. 
 
Profile

A career civil servant, Ciro Fernandes worked as a project manager for the Ministry of Social Security. He joined the newly-created Ministry of Administration and State Reform under Fernando Henrique Cardoso.

Full Audio File Size
112 MB
Full Audio Title
Ciro Fernandes Interview

Expanding and Diversifying Indonesia's Program for Community Empowerment, 2007-2012

Author
Jonathan Friedman
Focus Area(s)
Country of Reform
Abstract
In 2007, Indonesia embarked on a multiyear effort to expand an innovative community-driven development program, first started in 1998, into the largest program of its kind in the world. For nearly a decade, the Kecamatan Development Program had empowered communities to determine how they wanted to use funds for their own development, whether for small infrastructure projects, health and education, or microcredit opportunities. Communities planned, implemented, and maintained projects on their own through village and intervillage committees. The program experienced very low levels of corruption, and in some communities it was the only government program to provide direct benefits that actually reached citizens. It was also successful in raising the incomes of Indonesians in poor parts of the country. From 2007 to 2012, the central government significantly expanded the program and launched pilot projects to extend participation to geographic areas and activities beyond the scope of the original program. Although the scale-up strained management, creating occasional delays and gaps in implementation, the program continued to raise the incomes of the poorest Indonesians. This case study offers several lessons about scaling up community-driven development.
 
Jonathan Friedman drafted this case study based on interviews conducted in Jakarta, Indonesia in May 2013. The research benefited from additional interviews conducted by Rushda Majeed in October 2013. The case was prepared by ISS in partnership with the World Bank as part of the Bank’s Science of Delivery initiative. This case study is the second in a two-part series; see “Services for the People, by the People:  Indonesia’s Program for Community Empowerment, 1998 – 2006.” Case published February 2014.

Iqbal Mahmood

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Focus Area(s)
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5
Country of Reform
Interviewers
Rushda Majeed
Name
Iqbal Mahmood
Interviewee's Position
Secretary
Interviewee's Organization
Bangladesh Ministry of Public Administration
Language
English
Nationality of Interviewee
Bangladeshi
Country
Date of Interview
Reform Profile
No
Abstract

Iqbal Mahmood discusses his experiences as a member of the Bangladesh Civil Service. Specifically, he elaborates on the managing at the top training program (MATT 2), which was started in the country in 2006. As a member of the first batch of civil servants at the program, Mahmood describes how the training provided him with an opportunity to work with his peers in problem identification and resolution. Mahmood provides details concerning the performance improvement project he undertook in this capacity, and further delves into other successful initiatives resulting from the program. According to him, one of the greatest successes of the program was the changes it introduced in the mindset of those involved, breaking hierarchical barriers between leading-men and their subordinates and inculcating a spirit of reform and debate within both government officials and the public. Ultimately, Mahmood emphasizes the importance of strengthening existing structures in order to ensure the sustainability of reform, remarking that the benefits of the program could well be lost if the future does not focus on institutional capacity building.  

Case Study:  Energizing the Civil Service: Managing at the Top 2, Bangladesh, 2006-2011

Profile

At the time of this interview, Iqbal Mahmood was the secretary of the Bangladesh Ministry of Public Administration. After obtaining a master’s degree in public administration from the University of Dhaka, as well as a degree in policy studies from the University of New South Wales in Australia, Mahmood joined the administrative service of Bangladesh as assistant commissioner in 1981. From there, he went on to serve in a number of different positions, acquiring over thirty years of experience in the country’s civil service. His tenure has included a position as the deputy secretary of the Economics Relations Division, the joint secretary of the Ministry of Fisheries and Livestock as well as the secretary of the Ministry of Establishment. Mahmood was also a member of the first batch of civil servants that attended the national managing at the top 2 (MATT 2) training program in June 2006.

Full Audio File Size
42 MB
Full Audio Title
Iqbal Mahmood Interview

Alfred Brownell

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E
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2
Country of Reform
Interviewers
Graeme Blair
Name
Alfred Brownell
Interviewee's Position
President
Interviewee's Organization
Association of Environmental Lawyers of Liberia (Green Advocates)
Language
English
Nationality of Interviewee
Liberian
Town/City
Monrovia
Country
Date of Interview
Reform Profile
No
Abstract
In this interview, Alfred Brownell details his extensive involvement with the reform of management of natural resources in Liberia. Specifically, Brownell elaborates on the experiences that led him to work for the creation of the Association of Environmental Lawyers of Liberia (Green Advocates), an organization that has played a pivotal role in Brownell’s campaign for improving the country’s forestry sector. Brownell describes the steps he took in obtaining much-needed cooperation from the government and private institutions to pass legislation that would safeguard the exploitation of forest cover, empower local communities living near such forests and stem resource-related human rights violations. Brownell also provides insight into the efforts that culminated in the incorporation of the Liberian Extractive Industries Transparency Initiative (LEITI). In explaining the successes achieved, Brownell describes how coalitions were built and campaigning was organized to receive support from both the populace and international organizations. These efforts resulted in the imposition of sanctions by the United Nations Security Council. These sanctions were a crucial leveraging tool in obtaining government cooperation. Recounting the many challenges involved in the process of obtaining successful reform, Brownell stresses the importance of oversight and institutional capacity building in ensuring the sustainability of reform.
Profile

 At the time of this interview, Alfred Brownell was the president of the Association of Environmental Lawyers of Liberia (Green Advocates.) In 1997, while a law student at the University of Liberia, Brownell launched Green Advocates and put into place Liberia’s first framework environmental law. Brownell was also the lead campaigner for Liberia’s Extractive Industries Transparency Initiative, successfully pressing for the passage of legislative reform in the national forestry sector. Between 2000 and 2003, Brownell’s work helped bring about the imposition of sanctions on Liberia’s timber exports, a travel ban and an asset freeze on corrupt government officials. Through the years, Brownell has devoted himself to campaigning for national policies that stem corruption and abuses related to natural resource extraction.  

Full Audio File Size
101 MB
Full Audio Title
Alfred Brownell - FullInterview