computerization

Embracing Disruption: Transforming Western Australia's Land Agency, 2007–2017

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

In January 2007, Western Australia’s land agency began a top-to-bottom overhaul of its structure, management, and service delivery. A booming property market, fueled by the state’s extractive resources industry, had overwhelmed the public agency’s aging technology, but budget constraints hindered its ability to upgrade the systems. To provide financial flexibility, the state government created a statutory authority called Landgate—a public institution with some private characteristics. Landgate could keep the revenue it generated from regulated services such as property registration and engage in for-profit commercial activities, which provided resources for investment in better services. But making the new model work was not easy. Landgate’s management team had to win the trust of skeptical staff, reduce delay, and contend with a sharp drop in revenues only two years into its existence when the 2008 global financial crisis struck. To surmount the challenges, the agency created an innovation program, explored ways to commercialize its spatial data, restructured to speed up registration and cut costs, and after one failed attempt, developed an automated registration system. By 2017, Landgate had become financially stable, had drastically reduced processing times, and had won acclaim for its innovative products and management practices.

Lessons Learned

  • Fusing public and private. The statutory authority structure exerted financial pressures for efficiency and the flexibility to invest revenues and pursue commercial opportunities while maintaining government control over key services such as registration. However, to make the hybrid model work, Landgate’s managers had to overcome certain inherent challenges—from bridging public- and private-sector cultures to running commercial activities under government human resources and finance policies.
  • Getting software development right. Learning from the initial, failed attempt to develop an automated registration system, Landgate changed its approach to establish a joint venture with the IT provider, emphasize business process reviews early on, and break up the project into manageable pieces.
  • Learning and adaptation. Experimentation and changing course were crucial to Landgate’s strong performance. The agency overhauled its software development process, shifted from developing its own spatial products to supporting and investing in other companies, and restructured after the 2008 financial crisis. The innovation program set the tone, but managers also encouraged people to think creatively and learn from missteps in their daily work.

 

Maya Gainer drafted this case study based on interviews conducted in Perth, Australia, in March 2017. Noel Taylor, at the time CEO of the Cadasta Foundation, assisted in interviews and drafting. The Omidyar Network funded the development of this case study. Case published May 2017.

A 2017 workshop, Driving Change, Securing Tenure, profiled recent initiatives to strengthen tenure security and reform land registration systems in seven countries: South AfricaCanadaJamaica, Kyrgyzstan, Mozambique, Australia and Tanzania.

Watch the video of Jodi Cant - CEO, Landgate (Western Australian Land Information Authority).

    Cleaning the Civil Service Payroll: Post-Conflict Liberia, 2008-2011

    Author
    Jonathan (Yoni) Friedman
    Focus Area(s)
    Country of Reform
    Abstract
    Shadi Baki and Alfred Drosaye confronted a civil service in disarray in 2008, following a devastating 14-year civil war during which 250,000 people were killed, Liberia’s infrastructure was all but destroyed and government services collapsed. Despite the disintegration of the government, the civil service payroll more than doubled to 44,000 from 20,000 before the war, saddling the government with an unaffordable wage bill. Furthermore, the government had little sense of who was actually on the payroll and who should have been on the payroll. Rebel groups and interim governments put their partisans on the payroll even though they were unqualified or performed no state function. An unknown number of civil servants died or fled during the war but remained on the payroll. After delays due to an ineffective transitional government and moderately successful but scattered attempts to clean the payroll, Baki and Drosaye at Liberia’s Civil Service Agency set out in 2008 to clean the payroll of ghost workers, establish a centralized, automated civil service personnel database, and issue biometric identification cards to all civil servants. Cleaning the payroll would bring order to the civil service, save the government money and facilitate pay and pension reforms and new training initiatives. This case chronicles Liberia’s successful effort to clean up its payroll following a protracted civil war and lay the foundation for organized civil service management.
     
    Jonathan Friedman drafted this case study on the basis of interviews conducted in Monrovia, Liberia during December 2010 and on the basis of interviews conducted by Summer Lopez in Monrovia, Liberia during June 2008. Case published October 2011.
     
    Associated Interview(s):  Shadi Baki, Alfred Drosaye

    Erwin Ariadharma

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    2
    Country of Reform
    Interviewers
    Andrew Schalkwyk
    Name
    Erwin Ariadharma
    Interviewee's Position
    Senior Public Sector Management Specialist
    Interviewee's Organization
    World Bank
    Language
    English
    Nationality of Interviewee
    Indonesian
    Town/City
    Jakarta
    Country
    Date of Interview
    Reform Profile
    No
    Abstract

    Erwin Ariadharma talks through the history of civil service reform programs in Indonesia, focusing on recent reforms in the Director-General of Tax within the Ministry of Finance under Sri Mulyani, as well as reforms in the Supreme Audit Board and the Supreme Court.  These three institutions together make up three priority areas for the government of Indonesia in terms of state revenue, auditing of state revenue, and law enforcement.  Ariadharma talks briefly about the job-description exercise and rationalizing of job grades undertaken in these institutions.  He also talks about the streamlining of standard operating procedures and improvements in information systems.  He describes how salaries were raised within the three targeted institutions and how, once this had been done, there was a clearly articulated zero-tolerance policy on corruption.  Opportunities for corruption were also reduced through minimizing citizen-staff interactions.  Ariadharma talks about the role of the Ministry of Administrative Reform in sanctioning and approving reform.  He concludes the interview with some thoughts on effective donor engagement with partner countries.

    Profile

    At the time of this interview, Erwin Ariadharma was senior public sector management specialist in the World Bank office in Jakarta.  In this role, he was responsible for providing technical assistance to line ministries and government agencies undertaking reform programs, including the director-general of tax in the Ministry of Finance.  Prior to joining the World Bank, he worked for consulting firms in Indonesia, including Booz Allen Hamilton, KPMG, Moores Rowland, Bearing Point and Grant Thornton.

    Full Audio File Size
    27 MB
    Full Audio Title
    Erwin Ariadharma - Full Interview

    Ahmed Darwish

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    Country of Reform
    Interviewers
    Deepa Iyer
    Name
    Ahmed Darwish
    Interviewee's Position
    Minister of State for Administrative Development
    Interviewee's Organization
    Egypt
    Language
    English
    Nationality of Interviewee
    Egyptian
    Country
    Date of Interview
    Reform Profile
    No
    Abstract

    Ahmed Darwish discusses what he sees as the key challenges facing the Egyptian civil service.  He focuses on his role in instituting an e-governance program and in using technology to increase the efficiency of the civil service.  He also explains the strides Egypt made during the past decade in updating the government’s technological infrastructure.  Darwish further discusses reforms regarding the government process for contracting with the private sector and the training processes for civil service employees.  He also touches on efforts to reduce the size of the civil service, and stresses the importance of getting top managers of the civil service on board with reforms.     

    Profile

    At the time of this interview, Ahmed Darwish was Egypt's minister of state for administrative development, a position he had held since 2004.  He previously served as e-government program director in the Ministry of Communications and Information Technology.  Darwish was a lecturer at the University of California, Davis, and a professor in computer engineering at Cairo University.  He earned a bachelor’s degree from Cairo University, followed by a master’s degree in computer science.  He received his doctorate in electrical and computer engineering from the University of California, Davis.  He received the Egyptian National Engineering Award in 1999.

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    42 MB
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    Ahmed Darwish Interview

    Robert Pakpahan

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    Interviewers
    Andrew Schalkwyk
    Name
    Robert Pakpahan
    Interviewee's Position
    Director of Business Processes Transformation
    Interviewee's Organization
    Directorate General of Taxes, Indonesia
    Language
    English
    Nationality of Interviewee
    Indonesian
    Place (Building/Street)
    Ministry of Finance
    Town/City
    Jakarta
    Country
    Date of Interview
    Reform Profile
    No
    Abstract
    Robert Pakpahan discusses administrative, bureaucratic and technological reforms in the Directorate General of Taxes in Indonesia since 2002. These reforms aimed to increase government revenue by eradicating corruption and expanding the tax net. He discusses the piecemeal modernization of the directorate general, including pay reform, improved monitoring of corruption through increased use of technology, the establishment of standard operating procedures, careful selection of employees, and standard mechanisms for promotions. Pakpahan also discusses obstacles including the maintenance of a current and accurate taxpayer database, bureaucratic resistance, lack of freedom in hiring decisions, and leadership.
     
    Profile
    At the time of this interview, Robert Pakpahan, who holds a doctoral degree, was the director of business processes transformation at the Directorate General of Taxes in Indonesia. He worked in this capacity since 2006 to improve Indonesia's tax collection mechanism.
    Full Audio File Size
    37 MB
    Full Audio Title
    Pakpahan Interview

    Nasir El-Rufai

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    1
    Country of Reform
    Interviewers
    Graeme Blair and Daniel Scher
    Name
    Nasir El-Rufai
    Interviewee's Position
    Former Director General, Bureau of Public Enterprises, and Secretary, Council on Privatization
    Interviewee's Organization
    Nigeria
    Language
    English
    Nationality of Interviewee
    Nigerian
    Town/City
    Washington, D.C.
    Country
    Date of Interview
    Reform Profile
    Yes
    Abstract

    Nasir El-Rufai narrates his entry into public service in the context of the return to democracy under President Olusegun Obasanjo.  As an outsider to the political scene, he managed to advocate for privatization and eventually drafted and implemented a concrete multistage plan.  El-Rufai identifies the “easy” cases for privatization as companies that are (1) already listed on the stock exchange, (2) easy to value, (3) already operational in competitive markets, and/or (4) not politically contentious.  In contrast, the “hard” cases require progressive policy reform including regulatory sector review, enactment of legislation for independent oversight, implementation of antitrust measures and, notably, the creation of a pension system.  In dealing with trade unions and special interest groups, El-Rufai highlights the importance of legal tools and the support of the media, the general public and figures with considerable political capital, such as Obasanjo and Vice President Atiku Abubakar.  He also describes his office’s instrumental collaboration with the newly created Economic and Financial Crimes Commission in the fight against money laundering and, in particular, the Nigerian letter scams.  During Obasanjo’s second term, El-Rufai joined the Economic Management Team that successfully renegotiated the Nigerian external debt and pursued wide-ranging reform.  He attributes the success to the trust, sacrifice and synergy established within the team; their capacity to understand and integrate Obasanjo’s political goals into a reform plan; and their ability to capitalize on booming oil prices by using revenues to strengthen fiscal rule.  His commitment to reform continued during his tenure as minister for the Federal Capital Territory (FCT Abuja).  To improve the quality of service delivery, he promoted the involvement of the private sector in service provision and increased the range of options for public staff training, including attachment with public and private entities in Nigeria and abroad, and post-graduate training at Harvard Business School.  El-Rufai also sought to disincentivize engagement in corruption by increasing remuneration. He addressed the challenge of limited resources by focusing on civil service downsizing and reduction of state expenditure followed by a pay increase across the board.  The necessary downsizing was achieved through a double strategy.  First, following the computerization of personnel management, ghost workers were identified and eliminated from the system.  Second, permanent secretaries were tasked with identifying underperforming or corrupt civil servants, who were offered retirement packages.  As the administration could reject resignations, the drain of the best public servants was prevented, and El-Rufai aimed to address the sources of their discontent, such as shortcomings in the promotion system.  On the other hand, cost reduction mainly entailed the transfer of government-provided housing and vehicles to private ownership by civil servants, amortized through a newly created mortgage system and installment plans.  El-Rufai then discusses another major and controversial achievements of his tenure, namely the land titling initiative, highlighting the role of democratizing information to manage public pressure and increase transparency.  In closing, his personal reflections on public policy making include the need for immersion in the political scene to ensure the continuity of reform across administrations, and the importance of formal training in public administration to understand how to frame policy to overcome resistance and biases. 

     

    Profile

    A quantity surveyor by training, Nasir Ahmad El-Rufai worked as a consultant in the construction private sector for years.  After declining several offers to join the public sector, in 1999 he became president Olusegun Obasanjo’s director general of the Bureau of Public Enterprises  and Secretary of the National Council on Privatization.  During Obasanjo’s second term, he served as a member of the Economic Management Team and took over as minister for the Federal Capital Territory (Abuja), where he led civil service reform and undertook the computerization of Abuja’s land register.  He served briefly under President Umaru Yar’Adua.  After leaving public service, he completed legal and public management training programs at the University of London and the Kennedy School of Government at Harvard. 

    Full Audio File Size
    136 MB
    Full Audio Title
    Nasir El-Rufai - Full Interview

    Ngo Hongly

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    Interviewers
    Rohan Mukherjee
    Name
    Ngo Hongly
    Interviewee's Position
    Secretary-General
    Interviewee's Organization
    Council for Administrative Reform, Cambodia
    Language
    English
    Nationality of Interviewee
    Cambodian
    Town/City
    Phnom Penh
    Country
    Date of Interview
    Reform Profile
    No
    Abstract
    Ngo Hongly describes steps taken in Cambodia to integrate formerly warring factions into a common civil service and to develop the capacity to deliver public services. In 1994, the government adopted a Common Statute of Civil Service and conducted a census to determine how many people actually worked for the civil service. It then began to rationalize the system and computerize pay rolls. In 2006, it adopted a four-point reform strategy to improve public service delivery, rationalize pay and employment, build capacity and improve public information. These were central reforms in a broader strategy aimed at greater transparency in government, improved accountability and performance, enhanced capacity, and better management of human resources. With full support from top leadership, the reform set high values on motivated public employees, professionalism and service to the public. He describes the challenges of decentralization and Cambodia’s experience with one-stop offices for services, as well as his attempts to improve the work environment, map clear career paths and systematize compensation.
    Profile

    At the time of this interview, Ngo Hongly was secretary general of the Council for Administrative Reform in Cambodia. After 20 years in the French private sector, he returned to Cambodia and worked from 1994-2003 as a consultant for the Cambodian government on administrative reform. In January 2004, he was appointed secretary-general of the Council for Administrative Reform (CAR), working directly under His Excellency Sok An, Deputy Prime Minister and Chairman of the CAR under the direction of the Prime Minister Hun Sen. The council, active since 1999, engaged in various policy-making activities in the area of administrative reform.

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    50MB
    Full Audio Title
    Ngo Hongly Interview

    Awni Yarvas

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    Interviewers
    Deepa Iyer
    Name
    Awni Yarvas
    Interviewee's Organization
    Former Director, Civil Status and Passports Department
    Language
    Arabic with English translation
    Nationality of Interviewee
    Jordan
    Town/City
    Amman
    Country
    Date of Interview
    Reform Profile
    No
    Abstract

    Awni Yarvas discusses reforms undertaken in Jordan’s Department of Civil Status and Passports, with a focus on those that took place under his tenure.  He explains how increases in efficiency were possible with changes in departmental structure, employee incentives, and, in particular, computerization.  Yarvas details how changes in procedures for issuing passports and national IDs improved the department's efficiency and accuracy.

    Case Studies:  Creating a 'Citizen Friendly' Department: Speeding Document Production in Jordan, 1991-1996 and People and Machines--Building Operational Efficiency: Document Processing in Jordan, 1996-2005

    Profile
    Awni Yarvas served as director of Jordan’s Civil Status and Passports Department from 1996 to 2005.  He previously served as a major general in Jordan’s General Intelligence Department.  In 2005, he was appointed Jordan’s Minister of Interior, a position he held until 2010.
    Full Audio File Size
    50 MB
    Full Audio Title
    Awni Yarvas - Full Interview

    Deependra Bickram Thapa

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    7
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    Interviewers
    Andrew Schalkwyk
    Name
    Deependra Bickram Thapa
    Interviewee's Position
    Secretary of Education
    Interviewee's Organization
    Ministry of Education and Sport, Nepal
    Language
    English
    Nationality of Interviewee
    Nepali
    Place (Building/Street)
    Ministry of Education and Sport
    Town/City
    Kathmandu
    Country
    Date of Interview
    Reform Profile
    No
    Abstract
    Deependra Thapa describes the successes and failures of civil service reform efforts in Nepal before, during and after civil conflict. He reports successes in downsizing the bureaucracy and combating corruption. A Web-based personnel information system was installed. However, its use was inhibited by the resistance to change within the bureaucracy, which persisted in doing most transactions on paper. Because of a lack of support from top leadership, installation of a performance management system, with pay and promotion dependent upon outputs, was stymied for similar reasons. When Parliament was suspended during the civil conflict, training for parliamentarians and senior civil servants and officials also came to a halt. Thapa expresses concern that tensions under the coalition government at the time of the interview meant that little attention and few resources would be paid to achieve the ambitious civil service reform goals the government originally set for itself in 1999.
    Profile

    At the time of this interview, Deependra Thapa was Nepal's secretary of education, a position he had held for less than a year. Earlier, he was secretary of the Ministry of General Administration, where he had served for two years as national program officer in charge of the civil service reform program.  Since entering the civil service in 1997, he also served in the ministries of tourism, environment, operations, transportation and labor and in the office of the prime minister.

    Full Audio File Size
    76MB
    Full Audio Title
    Deepndra Thapa Interview

    Nasouh Marzouqa

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    Deepa Iyer
    Name
    Nasouh Marzouqa
    Interviewee's Position
    Former Director
    Interviewee's Organization
    Civil Status and Passports Department
    Language
    Arabic with English translation
    Nationality of Interviewee
    Jordanian
    Town/City
    Amman
    Country
    Date of Interview
    Reform Profile
    No
    Abstract

    Nasouh Marzouqa discusses major reforms in Jordan’s Civil Status and Passports Department during his time as its director.  He describes how he improved the physical infrastructure of the department and streamlined the process for issuing passports.  Marzouqa also worked to institute a system of national identification numbers and began the process of computerizing the department.  He also discusses his efforts to motivate employees.    

    Case Study:  Creating a 'Citizen Friendly' Department: Speeding Document Production in Jordan, 1991-1996

    Profile

    Nasouh Marzouqa served as head of Jordan’s Civil Status and Passports Department from 1991 to 1996, during which he oversaw massive reforms to the department. He previously served as director of the police departments in Irbid and Amman, and was director general of the Department of Public Security from 1985 to 1989.

    Full Audio File Size
    207 MB
    Full Audio Title
    Nasouh Marzouqa - Full Interview