Reform sequencing

Adrian Horn

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A
Focus Area(s)
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9
Country of Reform
Interviewers
Daniel Scher
Name
Adrian Horn
Interviewee's Position
Police Consultant
Interviewee's Organization
Horn Ltd.
Language
English
Nationality of Interviewee
United Kingdom
Town/City
Norfolk
Country
Date of Interview
Reform Profile
No
Abstract

Adrian Horn reflects primarily on his five-year posting as manager of the Community Safety and Security Project in Sierra Leone, a program of of the U.K. government's Department for International Development. During his time in Sierra Leone, he assisted the Sierra Leonean police in overhauling their recruitment procedures and their training programs, and he comments in detail on the challenges and successes. He also talks about the importance of an effective public-relations system for a police service trying to re-establish legitimacy and credibility. He runs through some of the practical anti-corruption initiatives he developed with the Sierra Leonean police, and he reflects on his own management-by-walking-about style. Horn talks about "local-needs policing" as a conceptually similar but more clearly defined form of community policing, and details the successful role of community/police partnership boards.

Case Study:  Building Strategic Capacity in the Police:  Sierra Leone, 1998-2008

 

Profile

At the time of this interview, Adrian Horn had a long career in the U.K. police, rising to the position of assistant chief constable. He left the police in 1994 to set up a policing consultancy. He has worked in a number of developing and post-conflict countries, and spent five years as the manager of the Department for International Development's Community Safety and Security Project in Sierra Leone. He worked closely with the Sierra Leonean police and Inspector General Keith Biddle during a challenging and transformational time for Sierra Leone.

Full Audio File Size
56 MB
Full Audio Title
Adrian Horn - Full Interview

Selina Mkony

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E
Focus Area(s)
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6
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Selina Mkony
Interviewee's Position
Program Coordinator
Interviewee's Organization
Public Service Management Office, Tanzania
Language
English
Nationality of Interviewee
Tanzanian
Town/City
Dar es Salaam
Date of Interview
Reform Profile
No
Abstract

Selina Mkony draws upon her extensive experience to discuss the goals of reform in Tanzania and some of the related challenges and issues. She describes the procedures and standards used in the system of recruitment and how this changed over the period of the reform program. She lists some of the criteria used in promotions, including things like seniority, education, skills, and performance management. She underscores the government efforts to move away from nepotism and toward greater transparency in hiring. She also describes the process of and challenges facing performance management and evaluation. Mkony characterizes the sequencing and management of the reform process and relates how the reform process fits in with the goals of streamlining government. She highlights the importance of leadership in controlling and managing reforms. She also touches upon a number of other aspects of civil service reform, including the organizational structure of the civil service, pay policy, training programs, and capacity building. She describes the retrenchment process in the 1990s, ways the government has improved the working environment in order to retain quality people, and the importance of local cultural divisions or language differences and how they impact service delivery.    

Profile

At the time of this interview, Selina Mkony was program coordinator at the Public Service Management Office in Tanzania. She joined the Civil Service Department in 1994 as an accountant and was later assigned administrative duties as well. The Civil Service Reform Program lasted from 1994 to 1998, when a new program was developed to focus on institution performance management systems and making the public service efficient. She continued on as an accountant and administrator before a new phase began in 2007. At that time, she became the program coordinator. 

Full Audio File Size
73 MB
Full Audio Title
Selina Mkony - Full Interview

Fatbardh Kadilli

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D
Focus Area(s)
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13
Country of Reform
Interviewers
Jona Repishti
Name
Fatbardh Kadilli
Interviewee's Position
Adviser to the Prime Minister
Interviewee's Organization
Albania
Language
Albanian
Nationality of Interviewee
Albanian
Town/City
Tirana
Country
Date of Interview
Reform Profile
No
Abstract

Fatbardh Kadilli, adviser to Albania's prime minister on anti-corruption policies, presents his views on the efforts to reform public administration. He says that the country adopted Western models for reform legislation and implementation, but that breaking old habits acquired under the former communist system was difficult. He believes that protecting civil servants from arbitrary firing impeded efforts to modernize the government because so many administrators were still in positions where they could not perform. He describes the difficulties of trying to institute a successful performance management system because Albania had few leaders who understand management. He reports on initiatives to downsize and consolidate ministries and to install Internet-based systems to reduce corruption in procurement, licensing and a number of other public services.

Profile

At the time of this interview, Fatbardh Kadilli was adviser to the prime minister on anti-corruption matters, a position he had held since 2005.  Prior to that he served for four years as a consultant on anti-corruption with an American firm financed by the U.S. Agency for International Development. Prior to that he led a program on integrated services for children at UNICEF. From 1998 to 2005, he was also a consultant with the Institute for Contemporary Studies, where, among other tasks, he advised the government on decentralization reforms. Earlier, he served in the State Secretariat for Local Governance, where he was in charge of the Refugee Office and drafted the law on asylum seekers.

Full Audio File Size
78 MB
Full Audio Title
Fatbardh Kadilli - Full Interview

Graham Muir

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B
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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

Francesco Giambrone

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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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Audio Available Upon Request

Mohammad Mohabbat Khan

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G
Focus Area(s)
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10
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Mohammad Mohabbat Khan
Interviewee's Position
Professor of Public Administration
Interviewee's Organization
University of Dhaka, Bangladesh
Language
English
Nationality of Interviewee
Bangladeshi
Town/City
Dhaka
Country
Date of Interview
Reform Profile
Yes
Abstract

Mohammad Mohabbat Khan details the challenges facing the civil service in Bangladesh at the time, chief of which was to restore credibility in the mind of the public.  He details some attempts at reform, which he characterizes as somewhat disjointed. He identifies the various commissions formed to assess and make recommendations for reforms, and describes their perceived failings and the obstacles they encountered.   He assesses the challenges to reform when high-ranking politicians and civil servants are comfortable with the status quo.

Case Study:  Energizing the Civil Service: Managing at The Top 2, Bangladesh, 2006-2011

Profile

At the time of this interview, Mohammad Mohabbat Khan was a senior professor in the Department of Public Administration at the University of Dhaka, Bangladesh. He was appointed to the post of professor in 1983. He earned an honors degree in political science, a master's in public administration from the University of Dhaka, a master's in public administration from the Maxwell School at Syracuse University and a doctorate from the University of Southern California.  He served on the Bangladesh Public Service Commission and taught at universities in Jordan, Nigeria, Singapore and the U.S.  He has written 16 books in the areas of governance and public sector reform.

Full Audio File Size
17.4MB
Full Audio Title
Mohammad Mohabbat Khan- Full Interview

Matthew Sherman

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A
Focus Area(s)
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28
Critical Tasks
Interviewers
Daniel Scher
Name
Matthew Sherman
Interviewee's Position
Consultant
Interviewee's Organization
Independent
Language
English
Nationality of Interviewee
American
Town/City
Arlington, VA
Country
Date of Interview
Reform Profile
No
Abstract
Matthew Sherman, former deputy senior adviser and director of policy with Iraq’s Ministry of Interior, discusses the creation and operations of domestic security forces in Iraq. He discusses the challenges of building domestic policing capacity, including in effectively vetting new recruits and ensuring adequate and uniform training and resources. The design of the political system, he notes, has an important bearing on the development of security forces. Decentralization policies, for instance, may change the make-up of local security forces. Sherman remarks that effective security forces development requires building trust and continuity in the political system. Lack of continuity, such as he encountered in Iraq, made it difficult to implement sustainable changes. Other challenges in building domestic police capacity included the politicization of police training programs and trying to prevent rogue elements from infiltrating or shaping the security forces. Sherman concludes by stating that developing quality police capacity, including building adequate mid and senior level capacity, takes time and quantity should not come at the expense of quality. 
Profile

Matthew Sherman worked for more than three years as a civilian official in Iraq, including as a deputy senior adviser and director of policy with Iraq’s Ministry of Interior and the political adviser to the First Cavalry Division, the American military unit in charge of operations throughout Baghdad. Prior to his appointment to Iraq, Sherman had foreign assignments with the U.S. Department of State in Bosnia, Kosovo, Croatia, Montenegro, Ukraine and Moldova, where he served as an election security planner and an international monitor. Most recently, he worked as a principal with SCI Consulting, a senior adviser with the Scowcroft Group, and an adjunct with the RAND Corporation. Sherman received his bachelor's and juris doctor degrees from the University of North Carolina and a master of philosophy degree in international relations from Cambridge University. 

Full Audio File Size
90 MB
Full Audio Title
Matthew Sherman - Full Interview

Susan Nina Carroll

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Focus Area(s)
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1
Critical Tasks
Country of Reform
Interviewers
Larisa Jasarevic
Name
Susan Nina Carroll
Interviewee's Position
Senior Program Adviser
Interviewee's Organization
International Criminal Investigative Training Assistance Program
Language
English
Nationality of Interviewee
American
Town/City
Sarajevo
Date of Interview
Reform Profile
No
Abstract
Susan Nina Carroll discusses recruitment and training of the Bosnian police from an administrative perspective. She describes how a rigorous recruitment process produced recruitment classes that were below capacity, delaying the training process and raising costs. Carroll discusses the prevalence of women in the early training cohorts, and the efforts made to recruit in different languages and publications to attract minorities. Training was conducted at first by international trainers and was considered to be effective. There were two training schools, one in the Serb-dominated Republika Srpska, the other in the Federation of Bosnia and Herzegovina. Though the schools taught identical curricula, she says the leaders of the schools refused to cooperate in various ways that would have reduced costs of training and streamlined various techniques and reporting methods. She contrasts the approach of American trainers, who stressed practical exercises, with that of European trainers, who favored verbal instruction. Finally, she discusses the benefits of generational change in the Bosnian police, arguing that change comes as new recruits take over managerial positions from the old guard.   
 
Profile
At the time of this interview, Susan Nina Carroll was a senior program adviser working as a consultant for Military Professional Resources Inc. on behalf of the International Criminal Investigative Training Assistance Program of the U.S. Department of Justice. She began her career in the U.S. military, moving to a private security firm in 1992, where she worked as director of training. She left to work in the training department of the Atlanta Committee for the Olympic Games, and when the games began in 1996 she ran security for the Olympics at the Atlanta airport, where participants arrived. After the Olympics, she accepted several contracts from ICITAP to train police in Haiti and Croatia before beginning her work in Bosnia. 
Full Audio File Size
52 MB
Full Audio Title
Susan Nina Carroll - Full Interview

Anthony Howlett-Bolton

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Focus Area(s)
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10
Country of Reform
Interviewers
Daniel Scher
Name
Anthony Howlett-Bolton
Interviewee's Position
Strategic Justice and Security Sector Adviser
Interviewee's Organization
independent
Language
English
Nationality of Interviewee
British
Town/City
London
Country
Date of Interview
Reform Profile
No
Abstract

Anthony Howlett-Bolton discusses the process of advising Sierra Leone and Lesotho in policing, justice and overall security during development programs in the two countries.  He discusses in depth the practical concerns of Western officials advising in the countries in a more reflective manner, specifically talking about cultural considerations.  Howlett-Bolton also brings up the need for sustainability to be a prominent concern in any development plan, broadly and with respect to justice and security.

Case Study:  Reining in a Rogue Agency: Police Reform in Lesotho, 1997-2010

Profile

At the time of this interview, Anthony Howlett-Bolton was a strategic justice and security sector adviser, having retired four years earlier as a deputy chief constable for a police force in the United Kingdom.  He worked with the Lesotho Mounted Police, the (Lesotho) National Police Information Agency, Ministry of Home Affairs and Public Safety, and the British Council in Lesotho.  In 2007 Howlett-Bolton began work in Sierra Leone as an adviser to a development program, working with the police, prisons and the Ministry of Home Affairs.

Full Audio File Size
109 MB
Full Audio Title
Anthony Howlett-Bolton - Full Interview

V. Ravichandar

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V
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0
Country of Reform
Interviewers
Michael Woldemariam
Name
V. Ravichandar
Interviewee's Organization
Bangalore Agenda Task Force
Language
English
Nationality of Interviewee
Indian
Town/City
Bangalore
Country
Date of Interview
Reform Profile
No
Abstract

V. Ravichandar recounts his time serving as a member of the Bangalore Agenda Task Force (BATF) from 2000 to 2004. He describes urban issues within India, how he secured his position with BATF, and various city initiatives in which he played a large role. The BATF worked to improve living conditions for the lower middle and middle classes. Among other things, it reformed the public toilet system and transportation. Ravichandar also helped to implement the Jawaharlal Nehru National Urban Renewal Mission (JNNURM), a government program that allocated 12 billion dollars of grant funding to 63 Indian cities. He speaks extensively about the presidency of S.M. Krishna and how crucial he was in providing political support for the BATF. Ravichandar emphasizes the importance of political capital, how it only declines after an individual is elected, and why it is critical to enact change quickly and early on in a presidency before political capital runs out.    

Case Study:  Keeping Up with a Fast-Moving City: Service Delivery in Bangalore, India, 1999-2004

Profile

V. Ravichandar served as a member of the Bangalore Agenda Task Force (BATF) from 2000 to 2004. He graduated with a degree in mechanical engineering from the Birla Institute of Technology and Science (BITS) and an M.B.A. from the Indian Institute of Management (IIM). Prior to working with BATF, Ravichandar was a consultant with MICO-Bosch. In 1988, he founded Feedback Consulting, a research and consulting company that assesses business opportunities in India.  Since leaving his post with BATF, he has been associated with HR Trust, a not-for-profit organization that seeks to enable human capital in India. At the time of this interview, Ravichandar still worked for Feedback Consulting    

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