In this interview, C. William Allen reflects on how the President’s Young Professionals Program boosted the quality of the civil service in Liberia. For background, he describes the strategy and programs that improved the civil service in the aftermath of the Second Liberian Civil War. He highlights the PYPP’s uniqueness in identifying young talent, heavily recruiting women, and offering placements in rural areas. He analyzes the pay scale’s role in strengthening the program. He compares the PYPP with alternative paths to working for the government, as well as the Young Professionals with other civil servants.  He champions the PYPP’s transparent and meritocratic recruitment process as a model for the rest of the civil service while presenting the steps necessary to sustain the program.

Case: Graduates to Government: The Presidents Young Professionals Program in Liberia, 2009-2016

Emile Short recounts his experiences establishing the Commission for Human Rights and Administrative Justice in Ghana from 1993 to 2004. He goes into detail about the strategies put into place to establish the commission while avoiding any politicization and patronage within this process. He recalls how he and others set up the commission with a triple mandate encapsulating human rights, ombudsman and anti-corruption activities, and how cases were selected and prioritized. The need for effective recruitment was essential in the initial stages, as well as the training that staff would receive initially, and continue to receive.  He details the character of the individuals sought for the commission and the particular skills set that was required. Throughout, he explains the challenges that were encountered and how these were overcome.    

Case Study:  Earning a Reputation for independence: Ghana's Commission on Human Rights and Administrative Justice, 1993-2003

Kwamena Ahwoi recounts his experiences implementing decentralization policies in Ghana as part of his role in the Ministry of Local Governance and Rural Development. He goes into detail about the key challenges he faced, such as translating policy proposals into legislation, transferring functions from historically highly centralized agencies, and setting up political structures for decentralization. He talks about the methods to garner support for the initiatives through a consultative process with the support of a fully researched policy document, and effective use of the mass media, as well as the methods to overcome the challenges faced from those opposing the reform, such as some local chiefs. He details the bargaining that took place at the national level as a result of the policy document and the need for openness in the implementation process to allow people the opportunity to express their concerns. He explains that throughout the entire process there is a need to increase capacity at all levels to ensure the requisite skill set is assigned to its relevant area.  Finally, Ahwoi offers his thoughts on the best ways to deal with the devolution of power in the decentralization process.

E.M. Debrah recounts his experiences in public sector reform in Ghana. He goes into detail about the culture of the civil service in Ghana as well as how one normally enters into the civil service, such as through the specially formed training institute, the Ghana Institute of Management and Public Administration. He also explains the recruitment strategy needed to increase capacity within the civil service and the training programs and internal review sessions that were conducted. He explains the need to increase remuneration packages and the creation of pension plans to lure more talent into the civil service, as well as detailing the retrenchment program Ghana introduced. Debrah also talks about the dynamic between host countries and donors and how to strike the right balance within this relationship to be able to work effectively. Finally, he makes the point that in order for reform to be successful, it must be realistic as well. One must be able to see one’s own limitations and plan accordingly.