This cross-cutting analysis draws on a series of case studies conducted by Innovations for Successful Societies under the auspices of a grant from the Omidyar Network and the British Academy-Department for International Development Anti-Corruption Evidence Program. Published February 2018.

In November 2005, Nitish Kumar became chief minister of one of India’s poorest states. The third-largest state by population, Bihar lagged behind other states in growth and development but scored high in corruption, lawlessness, and dismal service delivery. Mismanagement of financial resources, obsolete methods of data entry and reporting, a low-skilled workforce, insufficient transparency, and scarce accountability hindered service delivery. As head of state government, Kumar launched a series of reforms that applied information and communications technology to streamline operations, boost revenues, and improve the government’s responsiveness to citizens’ needs. By 2012, Bihar had earned national and regional acclaim for its technology-related gains, and the government of India recognized the turnaround through e-governance awards. Kumar’s efforts earned him the nickname Sushasan Babu, or Mr. Good Governance. Still, some reforms did not go far enough, and significant limitations remained: lack of integration among information and communications systems prevented proper coordination across departments; civil servants did not embrace all technology-related initiatives; and lack of electricity and Internet connectivity in many areas prevented citizens from taking full advantage of the services.

Juliette John drafted this case study in May 2014 while at Princeton University’s Woodrow Wilson School on leave from the UK’s Department for International Development.  The case study was updated by Rushda Majeed and Pallavi Nuka following interviews conducted by Rushda Majeed in Patna, Bihar in August, 2014.  Three separate ISS case studies—Coalition Building in a Divided Society, Clearing the Jungle Raj, and Reviving the Administration,—outline Nitish Kumar’s broader efforts to build a coalition for reform, improve law and order, and resuscitate Bihar’s administration, respectively.

Associated Interview(s):  Anup Mukerji

In the early years of the twenty-first century, aging technology, disorganization, and corruption undermined the effectiveness of Kenya’s customs service as highlighted in a 2002 study by the World Customs Organization of port operations at Mombasa. Growing regional trade and domestic anti-corruption initiatives created pressure to improve customs operations. Neighboring countries had started to upgrade their ports and implement measures that would expand both regional and inter-continental trade. To control revenue loss and maintain a significant role in global trade, Kenya would have to streamline customs processes and improve accountability. In 2002, newly elected president Mwai Kibaki put his political support behind an effort to improve government services, reduce corruption, and boost the country’s financial position. The Kenya Revenue Authority, the agency responsible for customs, was at the center of the nationwide reform effort. Over the next several years, the authority’s new commissioner, Michael Waweru, and a handful of lieutenants reshaped record keeping, upgraded automation, raised the level of staff training, and succeeded in paving the road to future reforms.

Matt Strauser drafted this case study based on interviews conducted in Nairobi and Mombasa, Kenya by Kimberly Bothi in June and July 2012. Case published October 2014.