staffing | Innovations for Successful Societies

Original draft of case posted September 2012. Correction in spelling of Tina Kemala's name made and new draft posted to the web in October 2012 by Sarah Torian. Minor style changes made and new draft posted to the Web in March 2013 by Suchi Mandavilli.

changed to bring to the front page. original posting 7/11/2014

Abstract

In 2002, under domestic and international pressure to confront corruption after the economic and political collapse of the 32-year Suharto regime, Indonesia established the Corruption Eradication Commission (the Komisi Pemberantasan Korupsi, or KPK). The new commission had powers so strong that one anti-corruption activist said Indonesian politicians were “inviting a tiger into [their] home” by creating it. Still, the public reacted warily, mindful of past failures and distrustful of the commissioners approved by Parliament. After creating an effective operating structure, the commissioners spent more than a year building capacity by introducing innovative human resources policies, cutting-edge technologies, strong ethical codes and savvy investigative tactics. The commission then launched a series of investigations that netted dozens of high-level officials and politicians, with a 100% conviction rate. By the end of 2007, the KPK was standing on a stable foundation, buttressed by solid public support.

Gabriel Kuris drafted this case study based on interviews conducted in Jakarta, Indonesia in February and March 2012. For a look at the commission’s second term, see the Innovations for Successful Societies companion case study “Holding the High Ground with Public Support: Indonesia’s Anti-Corruption Commission Digs In, 2007-2011.” Note that many Indonesians have only one name, while others prefer to be referenced by their first name rather than their surname. This study follows the naming conventions used by local media and individuals themselves. Case published September 2012.

Holding the High Ground with Public Support: Indonesia's Anti-Corruption Commission Digs In, 2007 – 2011

Read more about Holding the High Ground with Public Support: Indonesia's Anti-Corruption Commission Digs In, 2007 – 2011

Type

Case Studies

Author

Gabriel Kuris

Keywords

internal investigations

Focus Area(s)

Reducing Divisive Effects of Competition

Critical Tasks

Anti-corruption agencies

Building inter-agency cooperation

Enforcement

Establishing independence

Investigation or referral

Monitoring

Organization and staffing

Prevention

Core Challenge

Institutional traps (spoilers)

Country of Reform

Indonesia

Full Publication

Indonesia Higher Ground ToU_1.pdf

Indonesia Holding High Ground ToU.txt

Internal Notes

Original draft posted on 9/20. Correction to one footnote made on 10/16/12 and new version posted. Minor style changes made and new versions uploaded by SM on 03/25/2013.

original 7/11/2014
posted to the front on 9/27/2019

Abstract

When they assumed office in December 2007, the second-term members of Indonesia’s Corruption Eradication Commission faced high expectations. Established in 2002 in response to domestic and international pressure, the commission had broad responsibilities for combating corruption through investigation, prosecution, prevention and education. The first-term commissioners had built respect and credibility by taking on increasingly prominent cases and maintaining a perfect conviction record. During their first two years, the five second-term commissioners met the public’s high expectations with a string of high-profile arrests, including dozens of members of Parliament, high-level officials and a close relative of the president. They also ramped up preventive and educational measures to permanently reshape Indonesia’s corruption environment. After the 2009 elections, legislators worked to weaken the commission, and law enforcement leaders pressed criminal charges against the commissioners. Allies in media and civil society rallied the public around the agency, mostly frustrating the detractors. While some of the commissioners suffered personally, they left behind an institution with a strong public reputation. This case study documents the strategy the commissioners pursued to defend the agency against potential spoilers.

Gabriel Kuris drafted this study based on interviews conducted in Jakarta, Indonesia in February and March 2012. For a look at the establishment, structure and first-term leadership of the commission, see the Innovations for Successful Societies companion case study “‘Inviting a Tiger Into Your Home’: Indonesia Creates an Anti-Corruption Commission With Teeth, 2002-2007.” Note: many Indonesians have only one name, while others prefer to be referred to by their first names rather than their surnames. This study follows the naming conventions used by local media and individuals themselves. Case posted September 2012.

Associated Interview(s): Erry Riyana Hardjapamekas

Building an Inclusive, Responsive National Police Service: Gender-Sensitive Reform in Liberia, 2005-2011

Read more about Building an Inclusive, Responsive National Police Service: Gender-Sensitive Reform in Liberia, 2005-2011

Type

Case Studies

Author

Laura Bacon

Keywords

Focus Area(s)

Building a Reform Team and Staff

Getting the News Out/Managing Expectations

Critical Tasks

Community policing

Diversity management

Extending services to insecure or remote areas

Non-state security actors

Recruitment

Training

Country of Reform

Liberia

Full Publication

Liberia_Gender and Policing Final ToU_1.pdf

Liberia_Gender and Policing Final ToU.txt

Abstract

After Liberia’s 14-year civil war ended in 2003, the government began to overhaul its security sector. The Liberia National Police (LNP), whose capacity was ravaged and reputation tarnished during the war, sought to improve its services and build the community’s trust. Gender-sensitive reform at the LNP was high on President Ellen Johnson Sirleaf’s agenda, given low numbers of women in the security sector and high rates of sexual and gender-based violence. Between 2005 and 2011, LNP reformers Beatrice Munah Sieh, Asatu Bah-Kenneth, Vera Manly and others led innovative efforts to make the police service more inclusive and responsive. In particular, they sought to recruit female officers at a rapid pace and to launch a Women and Children Protection Section. By July 2011, although the police service still identified shortcomings in capacity and the justice system more broadly, it could boast an increased percentage of female officers (17%, compared with 2% in 2005), 217 specially trained officers deployed in 52 Women and Children Protection Section units across Liberia, more women in leadership positions, and improved responsiveness and public image. This case chronicles police reform in a post-conflict setting, examining the challenges of promoting diversity, building capacity, conducting community outreach and awareness, and delivering services to remote areas.

Laura Bacon drafted this case study on the basis of interviews she conducted in Monrovia, Liberia, in June and July 2011, interviews conducted by Arthur Boutellis in Monrovia in May 2008, and text prepared by Christine MacAulay. Case published April 2012. A companion piece, “Building Civilian Police Capacity: Post-Conflict Liberia ,” addresses broader police reforms from 2003 to 2011.

Associated Interviews: David Beer, Paavani Reddy