personnel

Muniru Kawa

Ref Batch
A
Focus Area(s)
Ref Batch Number
2
Country of Reform
Interviewers
Summer Lopez
Name
Muniru Kawa
Interviewee's Position
Project Manager
Interviewee's Organization
Records Management Improvement Program
Language
English
Nationality of Interviewee
Sierra Leone
Town/City
Freetown
Country
Date of Interview
Reform Profile
No
Abstract

Muniru Kawa discusses his work as the project manager of the Records Management Improvement Program at the Public Service Reform Unit of Sierra Leone, particularly the verification of personnel records and removal of "ghost" employees from the civil service payroll.  Kawa details the efforts of the program in interviewing civil servants to ensure appropriate grade levels and qualifications and cites the U.K.'s  Department for International Development funding of these efforts.  As independent contractors, the program's team members were able to maintain credibility with the civil service and accomplish far more than an internal civil service effort.  

Profile

At the time of this interview, Muniru Kawa was the project manager of the Records Management Improvement Program at the Public Service Reform Unit of Sierra Leone.  Kawa played a key role in supporting the development of records management in Sierra Leone over a period of 20 years.  He served as head of the National Archives of Sierra Leone and as a lecturer in Records and Information Management at the University of Sierra Leone.  His survey of records management practices in Sierra Leone provided the basis for the design of an MA course in Library and Information Studies at Fourah Bay College, University of Sierra Leone.  With his students, he developed a range of projects in Freetown to find means of restoring order to record-keeping systems that had collapsed since the country's independence.  He also made substantial contributions to the development and implementation of records management systems in Gambia.  

Full Audio File Size
33 MB
Full Audio Title
Muniru Kawa - Full Interview

Professionalization, Decentralization and a One-Stop Shop: Tax-Collection Reform in Ghana, 1986-2008

Author
David Hausman
Focus Area(s)
Country of Reform
Abstract
Between 1986 and 2008, direct tax revenue collected by Ghana’s Internal Revenue Service nearly doubled as a proportion of the country’s gross domestic product. This case study offers an account of organizational change within the IRS during that period. When the agency became autonomous from the rest of the Ghanaian civil service in 1986, its leaders recruited a large number of accountants and lawyers, raised salaries by 50%-100% and instituted a collective bonus system tied to annual revenue targets. In order to make taxes easier to pay, they delegated functions, people and equipment to local branch offices, monitoring those offices through monthly revenue reports and regular internal audits. Finally, the agency focused attention on customer service for the largest taxpayers by founding a Large Taxpayers Office. That office formed the basis for a cross-agency one-stop shop, the Large Taxpayers Unit, which allowed the 360 firms and individuals that accounted for 50%-60% of the country’s revenue to pay customs taxes, value-added taxes and income taxes in one place.
 
David Hausman wrote this case study on the basis of interviews conducted in Accra, Ghana, in January 2010.  Case published July 2011.