Conflict of Interest

Senator Sumo Kupee

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E
Focus Area(s)
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4
Country of Reform
Interviewers
Graeme Blair
Name
Senator Sumo Kupee
Interviewee's Position
Senator
Interviewee's Organization
National Legislature of Liberia
Language
English
Nationality of Interviewee
Liberian
Town/City
Monrovia
Country
Date of Interview
Reform Profile
No
Abstract

Senator Sumo Kupee provides insight based on his experiences as Chairman of the Senate Ways, Means, Finance and Budget Committee. He describes the committee’s endeavors to ensure that the oversight responsibility of the legislature with respect to the executive is filled, specifically by scrupulous monitoring of the approval and implementation of the national budget.  He further outlines the committee’s work in drafting a public financial management law, and improving the existing investment incentive code, looking to bring about economic revitalization to facilitate poverty reduction. Kupee stresses the importance of the decentralization of the budget, and details the committee’s efforts to ensure that the budget is county-sensitive and efficiently allocated. He also discusses the creation and plans of the Legislative Modernization Committee, going into depth about problems with appointed personnel and the need for qualified/trained staff. In this respect, Kupee describes his experience with his own staff and the training strategies he employed. Acknowledging the competing factional interests that often need to be overcome when conducting negotiations within governance, he outlines the fragmented conception of loyalties within Liberia and discusses how these play out in Liberian politics. Kupee also stresses the need for reconstruction and infrastructure building within Liberia, considering this a major national task. He concludes by providing information about the avenues he explores when looking to draft new legislation. 

 

Profile

Sumo G. Kupee served as a senator in the National Legislature of Liberia, being elected to the position in 2005. Kupee was also the chair of the Senate Ways, Means, Finance and Budget Committee. In the past, Kupee has served in various capacities at the Ministry of Finance, starting as Commissioner, Bureau of Income Tax, progressing to Special Assistant and Policy Adviser to the Minister of Finance, and later becoming Commissioner of Customs and Excise, the latter being a position he held immediately prior to elections. With an MSc in Development Economics from the People’s Friendship University of Russia (PFUR), Kupee taught at the University of Liberia from 1986-1997, and served as Chairman of the Department of Economics for six years.

 

Full Audio File Size
58 MB
Full Audio Title
Sumo Kupee - Full Interview

Eric Kamwi

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Y
Focus Area(s)
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9
Country of Reform
Interviewers
Rachel Jackson
Name
Eric Kamwi
Interviewee's Position
Commission Secretary
Interviewee's Organization
Electoral Commission of Zambia (ECZ)
Language
English
Nationality of Interviewee
Zambian
Place (Building/Street)
Electoral Commission Building
Town/City
Lusaka
Country
Date of Interview
Reform Profile
No
Abstract
Eric Kamwi, the Commission Secretary for the Electoral Commission of Zambia (ECZ), describes the role of the ECZ in monitoring elections and providing forums for dispute resolution. To decrease the likelihood of violence during the 2001 elections, Zambia began to use Conflict Management Committees. These committees require the training of conflict managers who travel to districts and resolve challenges on the ground. They deal with issues ranging from bribery and vote buying to disputes over campaign posters and flags. Despite the overall success of the system, including the resolution of over 70 cases in 2006, Kamwi acknowledges that there is room for improvement. For example, the committees are seasonal and exist only during elections, requiring the retraining of personnel every five years. Additionally, even though the committees have the funding and the power to expose government violations of the electoral code of conduct, this has not deterred the ruling party from violating the code. Yet another challenge is ensuring that the quality of training within each district is of equally high quality. Each district receives the same training material and the same length of training, but varying levels of trainer ability lead to different outcomes. Kamwi concludes the interview by championing the Conflict Management Committee model and encouraging other states like Namibia, Zimbabwe, and the Democratic Republic of the Congo to adopt it. He has high praise for the committees and hopes that conflict management becomes its own division within the ECZ in the near future. 
 
Profile

At the time of this interview, Eric Kamwi was the Commission Secretary for the Electoral Commission of Zambia (ECZ). He joined the ECZ in 2001 as Assistant Legal Counsel and worked his way up to the position of Commission Secretary in 2010 and head of the legal department as well. Kamwi’s responsibilities as Commission Secretary included convening meetings, recording information from those meetings, and providing general legal advice concerning elections. Before working for the ECZ, Kamwi practiced law with a private firm.     

Full Audio File Size
49 MB
Full Audio Title
Eric Kamwi Interview

Ingraining Honesty, Changing Norms: Government Ethics in Brazil, 1995-2004

Author
Deepa Iyer
Country of Reform
Abstract
During the 1990s, conflict of interest scandals in Brazil weakened public trust in civil servants and rendered many competitive processes like procurement, privatization and employment inefficient and ineffective. In 1999, President Fernando Henrique Cardoso created a Public Ethics Commission to confront these problems. Led by João Geraldo Piquet Carneiro, a Brazilian lawyer, the commission developed and implemented the Code of Conduct for Senior Government Officials. Piquet first focused on the upper echelons of the civil service— public sector managers and highly visible presidential appointees. For the first time in Brazilian politics, specific rules set public standards on conflicts of interest. Within 10 days of taking office, senior civil servants had to agree in writing to adhere to the code and submit forms detailing personal and family assets. Piquet and his team developed procedures for detecting and addressing violations. The commission avoided a backlash by walking a tightrope between being a watchdog and working with senior civil servants to help separate personal and public interests. By the end of Piquet’s tenure in 2004, the commission had set a precedent. According to interviewees, norms in the upper echelons of Brazil’s federal government had changed, and senior government officials no longer had an assumed impunity. However, critics noted that the commission’s success hinged on presidential support, as the commission lost much of its momentum under the administration of Cardoso’s successor, President Luiz Inácio Lula da Silva.
 
Deepa Iyer drafted this case study based on interviews conducted in Brasilia and São Paulo, Brazil, in September 2010. Case published March 2011. Case revised and republished in March 2013.
 

João Geraldo Piquet Carneiro

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U
Focus Area(s)
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3
Country of Reform
Interviewers
Deepa Iyer
Name
João Geraldo Piquet Carneiro
Interviewee's Position
Chairman
Interviewee's Organization
Brazil Public Ethics Commission, 1999-2004
Language
English
Nationality of Interviewee
Brazilian
Town/City
Brasilia
Country
Date of Interview
Reform Profile
No
Abstract
João Piquet Carneiro traces the origins of the Code of Conduct to the work of the Council of State Reform convened under President Fernando Cardoso.  After a first draft of the code was completed, the Public Ethics Commission was created by presidential decree with a mandate to clarify gray areas in the duties of senior officials of the executive branch.  Piquet discusses the commission’s political autonomy, its functions that notably excluded any role in coercion or discipline, and its deliberation style that favored unanimity.  He describes the Code of Conduct as a set of general rules mostly concerned with detection and prevention of conflict of interest, which he defines as any activity that may be incompatible with the attributions of public function.  The challenges of initial implementation mainly arose from the code becoming effective mid-administration, thus affecting officials who had already been appointed.  Consequently, the code was not enacted into law, due to the commission’s perception that a) moral commitments are intrinsically more effective than legal ones, b) voluntary adherence would be easier to implement than forced compliance, c) casting the code as a tool to protect officials from trouble resulting from involuntary transgression rather than as a punitive tool would decrease resistance, and d) the long-lasting impact of the code would come from internal respect garnered over time rather than policing, which would need to be perpetual.  Piquet describes successful efforts by the commission to avoid centralization and foster adoption of internal codes of conduct throughout government agencies.  He then discusses the Confidential Declaration of Information, in which public officials disclosed details of their wealth and possible conflicts of interest.  He emphasizes its evidentiary role and its contribution to the specificity of the Code of Conduct, which was continually updated through resolutions. The consistent obstacle he identifies has to do with the small budget allocated to the commission.  Nonetheless, each administration entailed new challenges.  The Cardoso administration addressed the difficulties of initial implementation, which were resolved when compliance with the Code of Conduct became a precondition for taking office.  Under President Lula da Silva, the commission's purview was partially restricted because the president often did not endorse commission recommendations. Piquet notes that lawyers are heavily represented in the current commission, which has led to a drift toward a more formalistic and legal approach to public ethics, with growing emphasis on due-process provisions. 
 
Profile

At the time of this interview, João Geraldo Piquet Carneiro was the chairman of the Hélio Beltrão Institute, a non-profit organization dedicated to the improvement of public administration.  Piquet started his career as a lawyer.  As an economics law professor he became interested in the operation, control and efficiency of governmental bodies.  From 1979 to 1985 he served in the national program of debureaucratization, starting as legal council and eventually assuming the post of  Special Minister when the incumbent left to take another office. In the 1990s, Piquet served as an adviser to the Deregulation Committee of the Presidency convened under the Fernando Collor administration, which constantly posed ethical questions in connection to corruption related to excessive regulation.  In 1991 he returned to government to participate in the State Council on Reform created by President Fernando Cardoso.  As a result of the council’s recommendations for improvement of ethical conduct in public service, the Public Ethics Commission was created in 1999.  Piquet Carneiro served as its chairman from its inception until 2004. 

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110MB
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João Piquet Carneiro Interview

Jeremy Cronin

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ZA
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4
Country of Reform
Interviewers
Richard Bennet
Name
Jeremy Cronin
Interviewee's Position
Deputy Minister for Transport
Interviewee's Organization
South Africa
Language
English
Nationality of Interviewee
South Africa
Country
Date of Interview
Reform Profile
No
Abstract
Jeremy Cronin discusses the challenges facing transportation infrastructure in South Africa, particularly the divided spatial issues he sees as products of apartheid.  Cronin touches on the role of the Washington Consensus and similar approaches to governance in structuring post-apartheid South African government, particularly in relation to the Department of Transport. He then discusses the creation and roles of various parastatals such as the South African National Roads Agency Limited (SANRAL) and the Airports Company of South Africa in building the country’s transportation infrastructure. He examines both the successes and challenges of such corporatization of public agencies.
 
Profile

At the time of this interview, Jeremy Cronin was the deputy minister for transport of South Africa and an African National Congress member of Parliament, as well as deputy general-secretary of the South African Communist Party. He was appointed as deputy minister of transport in 2009 and had been an MP since 1999. He previously worked on the South African Reconstruction and Development Programme, and he served as deputy general-secretary of the South African Communist Party since 1995. He was a political prisoner under apartheid for seven years, from 1976-1983. A respected poet, Cronin also worked as a lecturer in political philosophy at the University of Cape Town in the early 1970s.

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41 MB
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Jeremy Cronin Intervirew

Dora Akunyili

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H
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1
Country of Reform
Interviewers
Itumeleng Makgetla
Name
Dora Akunyili
Interviewee's Position
Director General
Interviewee's Organization
National Agency for Food and Drug Administration and Control, Nigeria
Language
English
Nationality of Interviewee
Nigeria
Town/City
Abuja
Country
Date of Interview
Reform Profile
Yes
Abstract

Dora Akunyili describes the eight years she spent serving as the director general (DG) of the National Agency for Food and Drug Administration and Control (NAFDAC). Recounting the circumstances of her appointment, Akunyili highlights the tensions surrounding her ascension to the position. From there, she identifies the major challenges she encountered in trying to fulfill her responsibilities as DG, emphasizing the corruption and conflicts of interest that can impede any attempt to address food and drug related problems. She further talks of the many threats to her personal safety and family she faced in the course of her work, and goes on to provide information about the destruction of NAFDAC facilities by those she was targeting. Akunyili describes how, by gradually winning the bolstering confidence and trust of both the Nigerian people and government, creating extensive awareness about drug counterfeiting, and pursuing the counterfeiters with an unwavering dedication to the cause, she and her colleagues significantly reduced the problems of drug and food control that had had significant repercussions in Nigeria. Akunyili stresses the importance of never compromising one's ideals and "selling out" to the very people one is looking to put behind bars, and concludes by emphasizing the importance of dedicated and honest leadership in the success of any effective institutional reform.

Profile

At the time of this interview, Dora Nkem Akunyili was the minister of the Federal Ministry of Information and Communication in Nigeria. She was appointed to this position in December 2008. Prior to this appointment, she was the director general of the National Agency for Food and Drug Administration and Control (NAFDAC) for nearly eight years, taking office in April 2001. As director general, Akunyili was an integral part of the campaign that worked tirelessly and with significant success for the eradication of counterfeit drugs and unsafe food in Nigeria. A pharmacist before becoming a governmental administrator, Akunyili was a senior lecturer and a consultant pharmacologist in the College of Medicine at the University of Nigeria Nsukka (UNN) until her appointment as director general. She was also the zonal secretary of Petroleum Special Trust Fund (PTF) for four years. She has received international recognition and numerous accolades for her work in pharmacology, public health, and human rights, including a Grassroots Human Rights Campaigner Award by International Service in 2005.

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28 MB
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Dora Akunyili - Full Interview

Juan Miguel Luz

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ZC
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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. 

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140 MB
Full Audio Title
Juan Miguel Luz Interview

Francesco Giambrone

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B
Focus Area(s)
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13
Country of Reform
Interviewers
Rushda Majeed
Name
Francesco Giambrone
Interviewee's Position
Councilor of Culture
Interviewee's Organization
Municipality of Palermo
Language
English
Nationality of Interviewee
Italian
Town/City
Palermo
Country
Date of Interview
Reform Profile
No
Abstract

In this interview Francesco Giambrone discusses the challenges, priorities, strategies, and results of his four years as Councilor of Culture for the Municipality of Palermo. When Mayor Leoluca Orlando, under whom Giambrone served, took office in 1992, Palermo’s cultural icons were largely closed and unknown to the citizens. Giambrone describes the Villa Trabia, Teatro Massimo, and Lo Spasimo as magnificent pieces of Palermo’s culture and history that the municipality neglected. Many Palermitans had never seen or knew nothing about the buildings despite their central location. Giambrone outlines his three interdependent priorities as councilor that aimed to restore cultural awareness and pride in the city. First, he sought to reopen closed spaces like the Villa Trabia, Teatro Massimo, and Lo Spasimo. Second, he needed to spend more money. Giambrone explains that the previous administration often spent only a fraction of the budget, but he used to the full budget to put the civil servants to work restoring cultural spaces for reopening to the public. Lastly, he pushed for a change in the mentality amongst the civil servants. He says that he tried to replace a culture of unprofessionalism and lack of dedication with a more hard-working and responsible attitude. He also describes a close relationship, marked by cooperation and agreement, amongst members of Mayor Orlando’s administration. Giambrone expresses satisfaction with the reforms in the short term. Civic awareness and pride and economic activity returned to the city while crime rates dropped. But he acknowledges that the reforms did not sustain after the departure of Orlando and his administration and speculates why. Giambrone concludes with two anecdotes about the restoration of Lo Spasimo and the reopening of the Teatro Massimo, describing them both as important moments in Palermo’s cultural reawakening.

Case Studies:  Palermo Renaissance Part 1: Rebuilding Civic Identity and Reclaiming a City from the Mafia in Italy, 1993-2000Palermo Renaissance Part 2: Reforming City Hall, 1993-2000; and Palermo Renaissance Part 3: Strengthening Municipal Services, 1993-2000

Profile

Francesco Giambrone served the Municipality of Palermo under Mayor Leoluca Orlando as Councilor of Culture from 1995-1999. He then became the General Manager of the Teatro Massimo in Palermo for three years. From 2006 to 2010, he worked as the General Manager of the Teatro del Maggio Musicale Fiorentino in Florence. Currently, he is the President of the Conservatory of Palermo and teaches management of musical performance at the University of Palermo. Originally trained as a cardiologist, Giambrone worked as a critic, journalist, and essayist on music, dance, and culture after his medical education and before his appointment to the Palermo City Council.

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