downsizing

Zef Preci

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D
Focus Area(s)
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6
Country of Reform
Interviewers
Jona Repishti
Name
Zef Preci
Interviewee's Position
Research Director
Interviewee's Organization
Albanian Center for Economic Research
Language
Albanian
Nationality of Interviewee
Albanian
Town/City
Tirana
Country
Date of Interview
Reform Profile
No
Abstract

Zef Preci, head of the independent, non-governmental Albanian Center for Economic Research, critically assesses progress and setbacks in Albania’s civil service reforms. He says that despite a civil service law aimed at creating a merit-based civil service insulated from politics, the hiring and firing of civil servants had become highly politicized and retained many of the characteristics of the former communist system. The focus is upon patronage rather than services to the public. He is critical of international donors for looking the other way. He believes that the army and police have been de-politicized and were forces for good.

Profile

At the time of this interview, Zef Preci was the founding head of the independent, non-governmental Albanian Center for Economic Research, established in 1992 as Albania's first independent, non-governmental organization dedicated to research and analysis in support of a market economy and democracy. He served briefly in 2000 as the minister of public economy and privatization before he returned to ACER as its director. Later, he was an adviser to Albania's president and chairman of the Authority for Competition.  During his career, he also was a lecturer in entrepreneurial economics at Tirana University.

Full Audio File Size
61 MB
Full Audio Title
Zef Preci - Full Interview

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

Rose N. Kafeero

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F
Focus Area(s)
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2
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Rose N. Kafeero
Interviewee's Position
Deputy Secretary of the Public Service Commission
Interviewee's Organization
Uganda
Language
English
Nationality of Interviewee
Ugandan
Town/City
Kampala
Country
Date of Interview
Reform Profile
No
Abstract

Rose Kafeero describes the challenges she faced to implement “results-oriented management” reforms in the Ugandan government. While she believes that the mindset changed over the years and that budgets were prepared on the basis of outcomes, she says the impetus for outcome-based performance weakened when some of the managers leading these reforms left agencies. She also did not have full backing from top officials. She believes that other civil service reforms such as downsizing and divestiture of functions have been more successful. She outlines the merit-based selection process at both the national and district levels. She says that universities do not produce skill levels that match government requirements in some categories. She describes the difficulties of recruiting or retaining civil servants in some categories because of low pay and a failure to provide core benefits such as housing.

Profile

At the time of this interview, Rose N. Kafeero was deputy secretary of the Public Service Commission in Uganda. Upon graduation from university, she was appointed as a personnel officer and subsequently was promoted to higher positions. In 1992, she was elevated to head of department in the Ministry of Public Service and subsequently to her position at the time of the interview.  In that position, she also headed the Department of Monitoring and Guidance, which served as the secretariat to the Public Service Commission.

Full Audio File Size
78 MB
Full Audio Title
Rose N. Kafeero - Full Interview

Cristopher Johnston

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H
Focus Area(s)
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1
Country of Reform
Interviewers
Michael Scharff
Name
Cristopher Johnston
Interviewee's Position
Executive Director, Government Efficiency and Financial Planning
Interviewee's Organization
Office of Management and Budget, State of Indiana
Language
English
Nationality of Interviewee
United States
Town/City
Indiana
Country
Date of Interview
Reform Profile
No
Abstract
Cris Johnston describes his role as Director of the Government Efficiency and Financial Planning Unit in the Office of Management and Budget in Indiana. Johnston’s agency was responsible for a government probe that investigated the effectiveness of over 400 state programs within eighteen months. His team adopted an eighteen-question template created by Indiana Governor Mitch Daniels that asked questions about a program’s purpose, its management, its budget, whether or not it was duplicative of other state efforts, and if it had produced viable results. The unit also established metrics for measuring performance within the different state agencies. Out of the probe’s 200 recommendations, agencies have implemented roughly half.  Furthermore, when Indiana had to enact budget cuts, the unit’s findings were crucial in making agency heads aware of which programs had the most impact and where they should focus their time and money.   Johnston emphasizes that the goal is not to create the best performance measurement system, but to begin implementing changes in state government that will build momentum. 
 
Profile

Cris Johnston attended Wabash College and Butler University, where he received a bachelor’s degree in economics and a master’s degree in business administration, respectively. Upon graduating, he served as chief deputy for the Indiana Treasurer. For 13 years, Johnston worked as a partner at Crowe Chizek and Company LLC. While there, he advised local and state governments in Indiana and Illinois. In 2005, Governor Mitch Daniels of Indiana appointed Johnston to the position of Executive Director of Government Efficiency and Financial Planning within the Office of Management and Budget. 

Full Audio File Size
74 MB
Full Audio Title
Cristopher Johnston Interview

Joseph Rugumyamheto

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E
Focus Area(s)
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10
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Joseph Rugumyamheto
Interviewee's Position
Former Permanent Secretary for Public Service Management
Interviewee's Organization
Tanzania
Language
English
Nationality of Interviewee
Tanzanian
Town/City
Dar es Salaam
Date of Interview
Reform Profile
Yes
Abstract
Joseph Rugumyamheto describes sweeping human resource capacity-building efforts undertaken to transform the Tanzanian civil service from dysfunction to effectiveness. He details an array of efforts intended to supplement broader economic liberalization by downsizing while enhancing the skills, competencies and attitudes of civil servants. He explains how the role of the civil service was redefined, rationalized and focused via targeted retrenchment and strategic re-organization of departments. Additionally, he unravels New Public Management-style reforms that promoted meritocratic recruitment, introduced an appraisal system based on performance targets, recalibrated career paths and realigned payment systems. He also explains attempts to facilitate the quality of civil servants and attract skills through the formation of a Public Service Commission, needs assessments and training programs, pay raises and the overall image makeover of the civil service into a functional organization.
 
Profile

Joseph Rugumyamheto worked in several capacities in the Tanzanian civil service for 30 years, ultimately serving for five years as permanent secretary of public service management in the President’s Office. He was responsible for the management of all civil servants in the Tanzanian government in terms of human resources and development. He previously served as chairman of the Government Board of the Eastern and Southern African Management Institute and chairman of the Board of Global Development Learning Centre Network. Rugumyamheto retired in 2006, and at the time of the interview he was chairman of the board and a director of Douglas Lake Minerals Ltd., a joint-venture company holding mineral concession rights in Tanzania. In April 2006, he was awarded the Jit Gill Memorial Award for Outstanding Public Service by the World Bank.

Full Audio File Size
78 MB
Full Audio Title
Joseph Rugumyamheto - Full Interview

Baiba Petersone

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E
Focus Area(s)
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6
Country of Reform
Interviewers
Jonathan Friedman
Name
Baiba Petersone
Interviewee's Position
Director
Interviewee's Organization
Latvia School of Public Administration
Language
English
Nationality of Interviewee
Latvian
Town/City
Riga
Country
Date of Interview
Reform Profile
No
Abstract
In this interview, Baiba Petersone describes various tasks ministries assigned the Policy Coordination Department, particularly the civil service reforms she led. In her first few years in the new department, the main task was to survey Latvia’s policy-making system. From this survey, Petersone explains the department knew its first task was to create a policy system. They developed a process based on several types of documents, each with a different purpose. The department also created an annotation system to include information such as the costs of a proposal. The next step was to implement an inter-ministerial consultation system. Petersone discusses how the department chose its priorities and the sequence of its reforms. Finally, she details the civil service reforms undertaken, which she was in charge of. Her working group proposed abolishing the contract system and reforming how the government sets civil servant salaries. She describes the options considered and how the economic crisis of 2008 affected their ability to implement their changes.
 
Profile

Baiba Petersone was the director of Latvia’s School of Public Administration. She began her career as a researcher in the Academy of Sciences. After entering politics during Latvia’s independence, she spent seven years as an active politician. In 1996 she entered the civil service as Director of the Department of Education Strategy in the Ministry of Education. From there she joined the State Chancellery as a member of the Policy Coordination Department. She received her Bachelor’s Degree in philosophy, though at the time the field really consisted of social science. 

Full Audio File Size
70 MB
Full Audio Title
Baiba Petersone - Full Interview

Denyse Morin

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E
Focus Area(s)
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7
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Denyse Morin
Interviewee's Position
Senior Public Sector Specialist
Interviewee's Organization
World Bank
Language
English
Nationality of Interviewee
Canada
Town/City
Washington, DC
Country
Date of Interview
Reform Profile
No
Abstract

Denyse Morin details the planning and motivation behind the civil service reform programs in Tanzania.  She talks about the changes in recruitment policy and procedure within the civil service and the difficulties of rolling out a performance-management system.  She describes the role and independence of the Public Service Commission, Tanzania's massive retrenchment program and attempts to tackle the difficult issue of pay reform and control of allowances.  She closes the interview with a reflection on the importance of strong monitoring and evaluation mechanisms.

Case Study:  Creating an Affordable Public Service: Tanzania, 1995-1998

Profile

Denyse Morin began working at the World Bank in Washington, D.C., in 1994 in the areas of public-sector governance and capacity development.  Before that, she worked at the World Bank office in Nairobi on issues related to water and sanitation. Prior to joining the World Bank, she worked at the Canadian International Development Agency.  She has lived in Kinshasa, Nairobi and Dar es Salaam.  At the time of the interview, Morin was a senior public-sector specialist at the World Bank and the task team leader for the Public Service Reform Program in Tanzania.

Full Audio File Size
43 MB
Full Audio Title
Denyse Morin - Full Interview

Paul Acquah

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I
Focus Area(s)
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1
Country of Reform
Interviewers
Itumeleng Makgetla
Name
Paul Acquah
Interviewee's Position
Governor
Interviewee's Organization
Bank of Ghana
Language
English
Nationality of Interviewee
Ghanaian
Town/City
Accra
Country
Date of Interview
Reform Profile
No
Abstract

Paul Acquah discusses his work in reforming and refocusing the Central Bank of Ghana. He outlines his goals to focus the Central Bank on inflation targeting and to shift emphasis from accounting to economics. Acquah details his success in restructuring and streamlining the organization and reforming its institutional culture, particularly by trimming down the staff, making selection procedures more competitive, and computerizing and mechanizing many jobs. He discusses the success and challenges of a voluntary departure program to cut down excess staff and the role of communication with the government and public in building credibility and support for reform.   

Profile
At the time of this interview, Paul Acquah was in his second term as governor of the Bank of Ghana. Acquah’s leadership of the central bank is credited with averting an economic crisis and bringing growth rates to over 5%, stabilizing the Ghanaian currency, and reducing inflation. He also cut the staff of the central bank by more than 1,000 workers in three years and increased price stability. Before assuming the role of governor of the central bank in 2001, he worked as an economist and a deputy director at the International Monetary Fund. In 2005, he won the Emerging Markets Award for Africa Central Bank Governor of the Year. He received his master’s degree from Yale University and completed his doctorate at the University of Pennsylvania.
Full Audio File Size
60 MB
Full Audio Title
Paul Acquah Interview

Strengthening Public Administration: Brazil, 1995-1998

Author
Rushda Majeed
Focus Area(s)
Country of Reform
Abstract
In 1995, when Luiz Carlos Bresser-Pereira took charge of the Brazilian ministry responsible for administration and reform, problems plagued the nation’s public sector. Laws and regulations prevented ministries and public sector organizations from working efficiently. Payrolls had ballooned because of rapidly rising retirement costs. Irregular recruitment and a lack of proper training had eroded the talent pool. Soon after taking office, Bresser-Pereira put together an ambitious plan to overhaul public administration. He proposed amending the constitution to loosen constraints on hiring and firing. At the same time, he pressed for a new model of governance that relied on restructuring ministries and public sector organizations as contract-based “executive agencies” and “social organizations.” Under his leadership, the Ministry of Federal Administration and State Reform (MARE) collected and centralized payroll and personnel data, recruited successfully to fill crucial policy and management positions, and set up regular training programs. By 1998, MARE had guided the constitutional amendment through Congress and set up pilot programs for executive agencies and social organizations. While some efforts stalled after MARE merged with another ministry in 1998, the ideas and principles put forward by its team continued to inform subsequent changes. This case offers insights into the challenges of building accountable services.
 
Rushda Majeed drafted this policy note on the basis of interviews conducted in Brasilia and São Paulo, Brazil, in September 2010.
 

Clay Wescott

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G
Focus Area(s)
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7
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Clay Wescott
Interviewee's Position
Visiting Lecturer
Interviewee's Organization
Princeton University
Language
English
Nationality of Interviewee
USA
Place (Building/Street)
Princeton University
Town/City
Princeton, New Jersey
Country
Date of Interview
Reform Profile
Yes
Abstract

Clay Wescott draws on his global experience and talks about civil service reform programs in countries around the world.  He talks about his involvement in such programs in Vietnam, including aspects such as downsizing and the introduction of one-stop shops.  He also recalls the introduction of an effective but contentious computer-based budgeting system in Kenya in the 1980s.  Wescott reflects on the difficulty of reforming a civil service that had been used as a tool of a peace process, such as in Cambodia, where positions were parceled out in order to get different factions to buy into the process.  He also identifies the importance of building reforms to last beyond a current window of opportunity, and of selling a vision of reform that people want to buy into.  He also talks about civil service censuses and outsourcing in Nepal and capacity-building programs in Eritrea, Timor-Leste and Afghanistan.

Case Study:  Policy Leaps and Implementation Obstacles: Civil Service Reform in Vietnam, 1998-2009

Profile

At the time of this interview, Clay Wescott was a visiting lecturer at Princeton University and the principal regional cooperation specialist for the Asian Development Bank.  His work has covered e-government, regional cooperation, governance assessment, civil service reform, public finance, decentralization, citizen participation and combating corruption.  He worked all over the world, including Kenya, Bangladesh, Vietnam, Cambodia, Ghana, Nepal, Eritrea, Timor-Leste and other countries.  Before joining the ADB, he worked in the governance division of the United Nations Development Programme, assisting countries to formulate and carry out reform programs in Asia and the Pacific, Africa and the Caribbean.  He earned a bachelor's degree in government from Harvard University and a doctorate from Boston University, and he was an editorial board member of the International Public Management Journal and the International Public Management Review.

 

Full Audio File Size
84.4MB
Full Audio Title
Clay Wesctott- Full Interview