recruitment

Thuli Madonsela

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I
Focus Area(s)
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1
Country of Reform
Interviewers
Tristan Dreisbach
Name
Thuli Madonsela
Interviewee's Position
Former Public Protector, South Africa
Language
English
Town/City
Cambridge, Mass
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, Thulisile Madonsela talks about how she transformed the office of public protector into a powerful anti-corruption agency. After a career working in the trade union movement and the Department of Justice, Madonsela became South Africa’s public protector in 2009. The office, established by the constitution in 1995, had a mandate to investigate government misconduct but had primarily worked on administrative justice cases. Faced with an influx of corruption complaints when she took office, Madonsela began to reorganize the agency to better handle that caseload. She identified three main problems she needed to solve: assigning more investigators to corruption cases, creating a triage function to sort through a growing number of complaints, and increasing impact at the level of local government. To achieve these goals, she had to change the culture and performance expectations within the office and secure more financial resources during a difficult period for South Africa’s economy. Madonsela reorganized the office to create an anti-corruption unit, developed triaging criteria, decentralized some functions to provincial offices, created standard operating procedures for investigators, revamped the staff training program, and recruited auditors and forensic investigators. As the reports she released gained attention and brought to light instances of high-level corruption, resistance to her work grew. Madonsela had to fend off accusations and threats and found it increasingly difficult to get resources from parliament. She took care to avoid attacking individuals in the media, to present the investigations as statements of fact, and to link acts of financial misconduct to the suffering of poor South Africans. A 2015 Supreme Court of Appeal ruling further empowered the public protector by declaring that agencies could not ignore the office’s recommendations for remedial action. 

Profile

Thulisile Madonsela received her law degree from the University of the Witwatersrand in 1990 and began her career in the trade union movement. She then moved to the Department of Justice, where she participated in the strategic planning process to transform the justice system in post-apartheid South Africa. Madonsela also was involved in the constitutional dialogue during the 1990s. In 2006, after several years in the private sector, she rejoined the Department of Justice as a law commissioner. In 2009, after a multi-party parliamentary committee backed her nomination, President Jacob Zuma appointed Madonsela public protector. She served a seven-year term in the office. In 2016, she began a fellowship at Harvard University’s Advanced Leadership Initiative.

Full Audio Title
Thuli Madonsela Full Interview

Transferring Power in a Crisis: Presidential Transition in Chile, 2010

Author
Robert Joyce
Critical Tasks
Country of Reform
Abstract

In early 2010, Chile’s democracy faced a stern test. A January presidential runoff election had paved the way for the first hand-over between opposing political coalitions since Chileans had pushed out autocrat Augusto Pinochet in 1990. Two decades of rule by a left-leaning coalition of political parties called Concertación had obviated the need for any formal transition process from 1990 to 2010. Now, with the election of the first conservative leader since the dictatorship, politicians and civil servants on both sides had to find ways to ensure a smooth transition. The complicated process had just begun when a massive earthquake devastated Chile’s southern half, killing hundreds of people and causing damage equal to 17% of the country’s gross domestic product. Preparation, including policy planning and staff recruitment early on by the Sebastián Piñera administration and briefings from the outgoing Michelle Bachelet team enabled the new president to get to work quickly. The hand-over demonstrated the strength of Chile’s democracy and set a precedent for future cross-coalition transitions.

Robert Joyce drafted this case study based on interviews conducted in Santiago in August 2014. Case published in November 2014.

Associated Interview(s):  Edmundo Perez Yoma

Judy Parfitt

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Focus Area(s)
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13
Country of Reform
Interviewers
David Hausman
Name
Judy Parfitt
Interviewee's Position
Former General Manager of Human Resources
Interviewee's Organization
SARS (South African Revenue Services)
Language
English
Town/City
Johannesburg
Country
Date of Interview
Reform Profile
No
Abstract

After Apartheid, the South African Revenue Service (SARS) underwent a significant transformation in becoming a more inclusive, transparent and efficient organization. Largely behind this effort was the Human Resources management team under the leadership of Judy Parfitt. The human resources challenges upon her arrival were significant, as the existing procedures were largely outdated and inappropriate. However, thanks to the fact that SARS had administrative autonomy, the HR department was able to change everything from the grading system to the performance management system to the remuneration system. This case study details the challenges involved and the remedies they underwent to ensure a sustainable and well-received transformation. Throughout the interview, Ms. Parfitt stresses how the organization underwent a shift in formal procedures but also a shift in the organizational culture as an emphasis was placed on competency and performance rather than previous loyalties. There was a significant need for good black talent and in the search for these individuals to fill new positions, the HR team looked for specific job knowledge but also generic competencies that would foster a positive and collaborative working style. Additionally, the interview stresses the importance of working with the unions through the Siyakha protocol where a shared strategy was devised and discussed in detail in order to take into account the structural changes on personnel. These collective agreements were essential to organizational reform, and despite significant disagreements between management and the two major unions, there was a general commitment to creating a better life for all.

Case Study:  Reworking the Revenue Service: Tax Collection in South Africa, 1999-2009

Profile

At the time of this interview, Judy Parfitt was General Manager of Human Resources (HR) at the South African Revenue Services (SARS). She began her career in journalism. But, in the wake of state censorship exercised in South Africa during the state of emergency declared in the late 1980s, Parfitt returned to school and obtained a Master’s in International Relations in Warrick, United Kingdom (U.K.). She then worked for Volkswagen South Africa, and later helped set up the Commission for Conciliation, Mediation and Arbitration in South Africa, specifically the Eastern Cape region. In 1998, Parfitt was recruited by SARS.

Mike McCormack

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S
Focus Area(s)
Ref Batch Number
7
Country of Reform
Interviewers
Daniel Scher
Name
Mike McCormack
Interviewee's Position
Co-President
Interviewee's Organization
Guyana Human Rights Association
Language
English
Place (Building/Street)
Guyana Human Rights Association headquarters
Town/City
Georgetown
Country
Date of Interview
Reform Profile
No
Abstract

Mike McCormack, co-president of the Guyana Human Rights Association at the time of this interview, discusses many challenges to protecting human rights in Guyana.  With more than 30 years' experience working on human rights issues in the country, he is able to chart progress and setbacks with a deep knowledge base.  McCormack reflects on the extra-judicial killings of the past and present, the drug-related incidents that have become more common, and tensions between the human rights community and the police.  McCormack also touches upon the ethnic representation of the police and perceptions among the Afro-Guyanese and Indo-Guyanese communities as well as the disparities between the rural and urban police units.  He draws a distinct line between the prison system and the police as an organization.

Profile

At the time of this interview, Mike McCormack was the co-president of the Guyana Human Rights Association.  Born in the U.K., he lived and worked in the Caribbean, Central America and South America since the late 1960s, serving as Oxfam's Andean regional director and working on human rights issues in Chile and Argentina. He returned to Guyana and was involved with the GHRA since its founding in 1979.  Through the GHRA, he championed political, economic and social rights.

Full Audio File Size
91.4MB
Full Audio Title
Mike McCormack- Full Interview

Kathleen Imholz

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Focus Area(s)
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8
Country of Reform
Interviewers
Jona Repishti
Name
Kathleen Imholz
Interviewee's Position
Expert on Law Drafting and Legal Approximation
Interviewee's Organization
European Assistance Mission to the Albanian Justice System
Language
English
Town/City
Tirana
Country
Date of Interview
Reform Profile
No
Abstract
Kathleen Imholz draws from her experience and perspective as a lawyer to analyze civil service reform in Albania, particularly in the context of the 1999 Civil Service Law. She describes some of the supporters and proponents of civil service reform before arguing that the Civil Service Law is unclear and had ambiguous coverage. She highlights the role of the courts and the independent commissions in working with the law but notes that many institutions have become weaker outside the civil service area because of the centralizing tendency. Imholz believes that civil society and media typically play a generally positive role but are not necessarily positive forces in pushing reform. She observes that anti-corruption initiatives have been minimal but does describe a number of other reforms that have been put in place simultaneously with civil service reform. She points to some of the main challenges that civil servants face and notes that motivating people to really want to improve the civil service is always a hard challenge. In general, she believes there is a need to expand the coverage of the civil service law.
 
Profile

At the time of this interview, Kathleen Imholz was an expert with the European Assistance Mission to the Albanian Justice System, where she worked on all aspects of the justice system. From 1999 until October 2005, she worked for several years with the Organization for Security and Cooperation in Europe and the World Bank as an adviser to the Albanian government and the General Secretary of the Council of Ministers. Before that she taught commercial law as a Fulbright Fellow in Albania and worked on a legal education program in the country.

Full Audio File Size
42 MB
Full Audio Title
Kathleen Imholz - Full Interview

Robert Bradley

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Focus Area(s)
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2
Country of Reform
Interviewers
Arthur Boutellis
Name
Robert Bradley
Interviewee's Position
Interim Component Manager, Safety and Security
Interviewee's Organization
Justice Sector Development Programme
Language
English
Town/City
Freetown
Country
Date of Interview
Reform Profile
No
Abstract
Robert Bradley details his past policing experiences and discusses his role as the manager of the Justice Sector Development Programme in the security sector reform in Sierra Leone. Bradley outlines the program's priorities: supporting the Complaints, Discipline, Internal Investigation Department to build capacity, working with the Ministry of Internal Affairs and the inspector general of police, and encouraging police partnership boards at the grassroots level, where the community can hold the police accountable. Oversight agencies like the press, the courts, and non-governmental organizations also engaged in monitoring police activities. Bradley also highlights policing lessons drawn from his past experiences in Australia, Cambodia, Cyprus, Mozambique and other locales. He advises international organizations that are offering reform assistance to partner with locals who have knowledge of their country’s systems and laws. In the area of capacity building, he urges such organizations to design and develop training programs within the country, because people are more likely to accept homegrown solutions, and the outcomes last longer. 
 
Profile

At the time of this interview, Robert Bradley was the interim component manager ofsafety and security at the Justice Sector Development Programme in Freetown, Sierra Leone. His career in policing began in 1966 when he joined the former Australian Capital Territory police. In 1967, he was drafted into the army and he served in Vietnam. On his return to Australia in 1969, Bradley was reappointed to the ACT police. He participated in community policing in Jervis Bay and later, he worked on criminal investigations and in the Juvenile Aid Bureau. Bradley also served in the general policing division, which dealt primarily with positions related to United Nations work such as recruitment and training of officers for overseas deployment. He was a part of the U.N. missions to Cyprus, Cambodia and Mozambique. In 1995, Bradley resigned from the police force and set up police training programs in Bosnia, Eastern Slovenia, Mongolia and other areas.  

Full Audio File Size
63 MB
Full Audio Title
Robert Bradley - Full Interview

Zef Preci

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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

Joseph Kekula

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J
Focus Area(s)
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8
Critical Tasks
Country of Reform
Interviewers
Arthur Boutellis
Name
Joseph Kekula
Interviewee's Position
Former Inspector-General
Interviewee's Organization
Liberian National Police
Language
English
Nationality of Interviewee
Liberian
Town/City
Monrovia
Country
Date of Interview
Reform Profile
No
Abstract
Joseph Kekula, former inspector-general of the Liberian National Police, talks about the police reforms in Liberia that the United Nations Police undertook under the 2003 Comprehensive Peace Agreement. He discusses the process of rank restructuring and its contribution in demilitarizing the police. He points out the role of the Change Management Committee that combined local and U.N. police in developing guidelines for recruitment, vetting and other procedures.  In their efforts to professionalize the police, Kekula describes the challenges they encountered, including inadequate human resource capacity, lack of operational equipment and materials, and poor public relations. As part of the solutions, he explains how Community Policing Forums changed the police’s image and boosted public confidence. He also discusses the government’s agreement to raise police salaries in a bid to increase manpower and the need for a population census to determine the number of police required in the country.
 
Profile

At the time of this interview, Joseph Kekula was the former inspector-general of the Liberian National Police. He specialized in VIP protection and worked in the presidential mansion. He came up through the ranks to become a colonel. During the transitional government from 2003 to 2005, Kekula served as a deputy director for police administration. 

Full Audio File Size
73MB
Full Audio Title
Joseph Kekula Interview

Graham Muir

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B
Focus Area(s)
Ref Batch Number
6
Critical Tasks
Country of Reform
Interviewers
Arthur Boutellis
Name
Graham Muir
Interviewee's Position
Police Commissioner
Interviewee's Organization
United Nations Stabilization Mission in Haiti
Language
English
Nationality of Interviewee
Canadian
Town/City
Ottawa
Country
Date of Interview
Reform Profile
No
Abstract

Graham Muir describes the work of the United Nations Police as part of the United Nations Stabilization Mission in Haiti from 2005 to 2006.  He goes into detail on multiple aspects of the U.N. mission, including the meaning of the U.N. mandate to the police force as opposed to the military. He also discusses the integration of the existing national police force with the U.N. international police force.  Muir also describes the U.N. police role in training and reform and how that role interacted with security.

Profile

Graham Muir was the commissioner of the United Nations Police as part of the U.N. Stabilization Mission in Haiti from 2005 to 2006.  At the time of the interview, he had served 32 years in the Royal Canadian Mounted Police.  Prior to his service in Haiti, Muir served as the director of general learning and development for the RCMP.  He first became involved in international police work in 1993 as a part of the U.N. Protection Force in the former Yugoslavia.  Between 1993 and 2005 Muir was heavily involved with the training of RCMP members for U.N. police service.  He also had been involved with the Pearson Peace Keeping Center for a number of years at the time of the interview.

 
Full Audio File Size
81 MB
Full Audio Title
Graham Muir - Full Interview

Jeremy Cronin

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ZA
Focus Area(s)
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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.

Full Audio File Size
41 MB
Full Audio Title
Jeremy Cronin Intervirew