technical assistance

Harold Jonathan Monger

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ZF
Focus Area(s)
Ref Batch Number
2
Country of Reform
Interviewers
Yoni Friedman
Name
Harold Jonathan Monger
Interviewee's Organization
Liberian Institute of Public Administration
Language
English
Town/City
Monrovia
Country
Date of Interview
Reform Profile
No
Abstract

In this interview, based on his experiences at the Liberia Institute of Public Administration (LIPA), Harold Jonathan Monger explains the challenges involved in institutionalizing capacity building. LIPA is an internal consulting and civil service trainer entity. Monger discusses the budgeting problems in equipping the institute to be able to provide better training and to improve the marketing of its services to government agencies. He also details LIPA’s changing relationships with other internal and external capacity-building consultants such as the Governance and Economic Management Assistance Program and IBI International, both of which have also played significant roles in the designs of certification trainings and civil service workshops. Finally, Monger draws from his extensive experience to comment on what he says are the main obstacles to improving governance in Liberia. He recommends establishing formal, uniform systems and procedures and improving communication and collaboration between agencies to avoid duplication.

Profile

At the time of this interview, Harold Jonathan Monger was director general of the Liberia Institute of Public Administration (LIPA). He has a bachelor of science from Liberia’s Cuttington University and a Master of Public Administration from the University of Southern California. And he has extensive public- and private-sector experience in civil-service capacity building, having been with both the United Nations Development Programme and the United Nations Children’s Fund as well as a Ghanaian consulting company. He has been at LIPA since 2004.

Hadi Soesastro

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K
Focus Area(s)
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1
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Hadi Soesastro
Interviewee's Position
Executive Director
Interviewee's Organization
Center for Strategic and International Studies
Language
English
Nationality of Interviewee
Indonesian
Place (Building/Street)
Jakarta Post Building
Town/City
Jakarta
Country
Date of Interview
Reform Profile
No
Abstract
Hadi Soesastro discusses economic deregulation and political and civil service reform in Indonesia since 1986. The 1986 plunge in oil prices affected Indonesia severely, and precipitated a number of deregulation policies, backed largely by academics and government technocrats, including tariff reductions, industrial reform and investment encouragement. Soesastro recalls resistance to reform from entrenched interests, and Suharto’s reform of several sectors in which his close associates or he himself were not involved. The second wave of reform came in the wake of the 1997 Asian financial crisis, which plunged Indonesia into a severe recession. Efforts by the International Monetary Fund to help recovery were stymied by Suharto's resistance to reform, especially in industries in which he had personal interest; this eventually led to his resignation. Major reforms were later achieved in the financial and political sectors. The leading result of political reform was decentralization, under populist pressure and fear of secession. Soesastro also discusses reforms in the Finance Ministry since 2004, including anti-corruption and personnel reform. He also speaks about the failure of judicial reform in Indonesia. Finally, he reflects on challenges faced by the Indonesian government at the time of the interview.
 
Profile

Hadi Soesastro, an economist and public intellectual, was one of the founders of the Center for Strategic and International Studies, and at the time of the interview he was the executive director of the center, with which he had been involved for 38 years. He was a member of the National Economic Council of Indonesia. He served as an adviser to late former President Abdurrahman Wahid, the World Bank and the Asian Development Bank. Soesastro held a doctoral degree in economics and had taught widely, including at Columbia University in New York. He died in May 2010. 

Full Audio File Size
77MB
Full Audio Title
Hadi Soesastro Interview

Bitange Ndemo

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ZP
Focus Area(s)
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1
Country of Reform
Interviewers
Rushda Majeed
Name
Bitange Ndemo
Interviewee's Position
Permanent Secretary
Interviewee's Organization
Ministry of Information and Communication
Language
English
Nationality of Interviewee
Kenyan
Town/City
Nairobi
Country
Date of Interview
Reform Profile
No
Abstract
In these two interviews, Dr. Bitange Ndemo discusses his experience as the Permanent Secretary of Kenya’s Ministry of Information and Communication. Dr. Ndemo begins by outlining the priorities he set for his office upon appointment to his position of Permanent Secretary. In one of his primary initiatives, he overcame challenges to give Kenya access to fiber optic cables that enhanced Internet infrastructure within the country. Next, he began pushing for digitized data within the government but faced strong resistance from various ministries, Dr. Ndemo says. He explains the nature of the resistance and then his counter-methods, describing presidential support and World Bank assistance for the initiative as essential to its success. He recalls his communication with the private sector through his fireside chats. Entrepreneurs and Kenyan youth sought government data for applications and other innovation so Dr. Ndemo promised to provide access to that data within 30 days. Dr. Ndemo describes hurriedly assembling a team, pressuring ministers to open their data, securing presidential support, and successfully launching Kenya’s open data portal. He next turned focus to establishing a legal framework for open data in the government, part of Kenya’s participation with the Open Government Partnership, where he again faced and overcame ministerial resistance. Dr. Ndemo explains his vision of the many potential benefits of open government data for Kenyan economic development such as greater employment, improved market efficiency, and more. He also explains barriers to this development including ministerial resistance to open data, lack of public analysis of the data, and others. He clarifies the responsibilities of the government offices that manage the open data portal and responsibilities within the Ministry of Information and Communication, particularly his as Permanent Secretary and that of the Minister.
 
Profile

Bitange Ndemo is the Permanent Secretary of the Kenyan Government’s Ministry of Information and Communication. Prior to joining the civil service in 2005, Ndemo was a senior lecturer and head of research and consultancy at the University of Nairobi’s School of Business. As a scholar, he specialized in business methods and entrepreneurship. Dr. Ndemo had previously worked as a financial system analyst at Medtronic Inc., a Fortune 500 company in the US (1989-1993). He has a PhD in industrial economics from the University of Sheffield, UK, and management and finance degrees from the University of Minnesota, US.

Full Audio File Size
75 MB
Audio Subsections
Size
64 MB
Title
Dr. Bitange Ndemo Interview Part 2
Full Audio Title
Dr. Bitange Ndemo Interview Part 1

Gregory Ellis

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N
Focus Area(s)
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1
Country of Reform
Interviewers
David Hausman
Name
Gregory Ellis
Interviewee's Position
Senior Operations Officer, Fragile and Conflict-Affected Countries Group
Interviewee's Organization
World Bank
Language
English
Nationality of Interviewee
Australian
Place (Building/Street)
World Bank
Town/City
Washington, D.C.
Country
Date of Interview
Reform Profile
No
Abstract
Gregory Ellis, drawing on his experience in reform programs in various countries, discusses general themes in civil reform service across various contexts, especially from the point of view of donor organizations. He emphasizes the need for understanding the political economy of countries undergoing reform, and the need for understanding indigenous customs. He places immense import on the citizen-state relationship in fragile states, and discusses how a state should be involved in service delivery. Ellis especially emphasizes deference to the host nation’s priorities in creating a reform agenda. In discussing capacity building in the Solomon Islands, Ellis reflects upon the dichotomy between service delivery by donors and the sometimes deleterious effect of technical assistance on long-term capacity building. He goes on to discuss restructuring organizations and combating patronage through professional associations, decentralized recruitment and autonomous decision making. Ellis emphasizes especially the role of local consultation, continuity in visionary leadership and long-term commitment in achieving success in fragile states.
Profile

At the time of this interview, Gregory Ellis had been a senior operations officer at the Fragile and Conflict-Affected Countries Group at the World Bank for about a year. His parent organization was the Australian Agency for International Development. He was posted by AusAID in the Solomon Islands between 2005 and 2007, as deputy program manager for the Machinery of Government Program, part of the Regional Assistance Mission to Solomon Islands. Prior to that, between 2000 and 2002 he held a posting in Timor-Leste after the withdrawal of Indonesian forces. 

Full Audio File Size
71MB
Full Audio Title
Gregory Ellis Interview

Shadi Baki

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Y
Focus Area(s)
Ref Batch Number
6
Country of Reform
Interviewers
Jonathan (Yoni) Friedman
Name
Shadi Baki
Interviewee's Position
Director
Interviewee's Organization
Human Resource Management Information System, Liberian Civil Service Agency
Language
English
Nationality of Interviewee
Liberian
Town/City
Monrovia
Country
Date of Interview
Reform Profile
No
Abstract

Shadi Baki describes his role in the process of guiding the Liberian Civil Service Agency (CSA) through a period of intense reform in the country’s post-war period. He explains how the CSA, with the help of fellow experts from the World Bank, completely redesigned employee records to ensure the availability of accurate information. He also explains how a vetting system, along with facial recognition and fingerprinting technologies, were used to prevent fraud. He describes the steps taken to reach civil servants in the counties outside of the capital city of Monrovia, as part of efforts to compile complete records. He discusses how this information was integrated with old records and made accessible through the use of new management information systems, and then used to issue employee ID cards. He explains how CSA efforts to create a single national data network relying on wireless technology grew into a broader movement encompassing the central bank, customs, and telecommunications corporations. Finally, he touches on the importance of political support and stability in achieving lasting reform.     

Case Studies: Cleaning the Civil Service Payroll: Post-Conflict Liberia, 2008-2011 and Building Civil Service Capacity:  Post-Conflict Liberia, 2006-2011

Profile

At the time of this interview, Shadi Baki was the director of the Human Resource Management Information System (HRMIS), a directory within the Civil Service Agency of the Republic of Liberia. He has extensive experience in IT (information technology) management. One of his first appointments was as system administrator and head of the IT lab at his alma mater, American Episcopal Zion Community College in Liberia. He was later hired as a junior analyst for the Ministry of Finance in the Liberian government. Before joining the Liberian Civil Service Agency, he served as information technology manager for a group of manufacturing companies in Ghana. In 2008, as part of the Senior Executive program, he joined the CSA as a records management specialist, followed by his appointment as director of HRMIS. 

Full Audio File Size
32 MB
Full Audio Title
Shadi Baki - Full Interview

Bola Tinubu

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D
Focus Area(s)
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13
Country of Reform
Interviewers
Graeme Blair
Name
Bola Tinubu
Interviewee's Position
Former Governor
Interviewee's Organization
State of Lagos, Nigeria
Language
English
Nationality of Interviewee
Nigerian
Town/City
Lagos
Country
Date of Interview
Reform Profile
Yes
Abstract
Bola Tinubu, former governor of the state of Lagos in Nigeria, reflects on his administration’s successes in reforming the civil service, reducing corruption, and improving state infrastructure.  He details the process he went through to reform the state government, from the waste management system to financial mismanagement within the public sector.  Tinubu lays out the steps he took to improve incentives for civil servants, including salary increases, improving quality and hygiene of working environments, and teaching investment principles and how to work toward home ownership.  His payroll-system reforms removed thousands of ghost workers from the system.  Tinubu explains how he applied principles he learned in the corporate world to the public sector reform effort.  Tinubu also details the steps he took in removing endemic corruption in the public sector, which included eliminating cash payments to the government.  He discusses how he brought back expatriates to improve the hospitals and transportation system.  He also touches on the difficulties in working with a federal government that sometimes undermined reform efforts.
 
Profile
Bola Tinubu served as governor of the state of Lagos from 1999 to 2007, during which he initiated reforms that improved the efficiency of the civil service and improved infrastructure.  He served from 1992 to 1993 as a senator until the end of the Nigerian Third Republic.  Prior to entering politics he worked in the private sector for companies including Arthur Andersen and Deloitte, Haskins, & Sells.  He was also an executive of Mobil Oil Nigeria.  After Tinubu left politics, he became active in negotiations to unite Nigeria’s opposition parties and in pushing for electoral reforms.   He earned a bachelor’s degree from Chicago State University in business administration in 1979.  He holds the tribal aristocratic title of asiwaju, given to him by the Oba of Lagos, who holds a ceremonial position as traditional leader of the state of Lagos.
Full Audio File Size
71 MB
Full Audio Title
Bola Tinubu - Full Interview

V. Ravichandar

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V
Focus Area(s)
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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    

Full Audio Title
Audio File Not Available

Kartlos Kipiani

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J
Focus Area(s)
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3
Critical Tasks
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Kartlos Kipiani
Interviewee's Position
Chief of Staff
Interviewee's Organization
Constitutional Court of Georgia
Language
English
Nationality of Interviewee
Georgian
Town/City
Tbilisi
Country
Date of Interview
Reform Profile
No
Abstract
Kartlos Kipiani, chief of staff of the Constitutional Court of Georgia at the time of the interview, discusses his time as head of the Public Service Bureau of Georgia and the efforts he was involved in to implement civil service reform projects.  The projects, which were wide-ranging, included efforts to improve technical skills of civil servants and to create a single information-management system across the ministries.  Kipiani also explains the role donors such as the World Bank played in setting the reform agenda.  He discusses the difficulty of dealing with poorly defined and sometimes overlapping government bureaucracies.  He touches on the question of decentralized versus centralized public-administration reform, and he explains why he thinks centralization of reform concepts is important.  He also discusses the difficulties he ran into with attempts to create one codification of job descriptions across all ministries.
 
Profile

At the time of this interview, Kartlos Kipiani was the chief of staff of the Constitutional Court of Georgia, a position he held from 2006 until March 2010.  In April 2010 he became deputy head of the Government Chancellery.  He previously served as secretary of the Public Service Council and acting head of the Public Service Bureau.  Kipiani also headed the Division for Civil Service Reform under the previous government in 2000.  He worked on various programs as a coordinator for the United Nations Development Programme.  He first began working for the government in the Office of State Chancellery in 1995.  Kipiani earned a master's degree in public policy from Japan’s National Graduate Institute for Public Policy Studies at Saitama University in 2003.

Full Audio File Size
59MB
Full Audio Title
Karlos Kipiani Interview

Denis Biseko

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E
Focus Area(s)
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2
Country of Reform
Interviewers
Andrew Schalkwyk
Name
Denis Biseko
Interviewee's Position
Senior Public Sector Specialist
Interviewee's Organization
World Bank
Language
English
Town/City
Dar es Salaam
Date of Interview
Reform Profile
No
Abstract
Denis Biseko of the World Bank traces the history of civil service reform in Tanzania back to the mid-1990s, focusing on two phases of the Public Service Reform Program. He outlines some of the institutional underpinnings of reform, such as open performance appraisals for public servants, merit-based recruitment, and capacity building. He also describes various challenges involved in reform, including retaining qualified staff, a lack of political will, and announcing new policies without taking into account the plans that had already been set out. Biseko argues that the government should have started small rather than push for a comprehensive approach of pursuing reforms simultaneously. He discusses pay policy reform in detail as well the evolution of donor relations. Donors have played an instrumental role in civil service reforms in Tanzania, but the government has by and large been in the lead in terms of their design. Biseko explains how reform was affected by the decentralization process. He relates the process for determining allowances and setting targets for advanced salary enhancements and describes various methods for determining the success of reform policies. He maintains that the government was not able to maintain the size of its workforce because of the growth in the demand for social services, especially education and health. He highlights the importance of being able to ensure that successes are demonstrable on a smaller level before moving to a larger scale.
Profile

At the time of this interview, Denis Biseko was the senior public sector specialist for the World Bank in Tanzania, where he managed a World Bank project involving public financial management reform and legal and judicial reform. Before joining the World Bank, he was a consultant with PricewaterhouseCoopers, where he worked primarily on public sector reform and organization and capacity building.

Full Audio File Size
75 MB
Full Audio Title
Denis Biseko - Full Interview

Albert Bockarie

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A
Focus Area(s)
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4
Country of Reform
Interviewers
Summer Lopez
Name
Albert Bockarie
Interviewee's Position
Senior Permanent Secretary
Interviewee's Organization
Public Service Commission, Sierra Leone
Language
English
Nationality of Interviewee
Sierra Leonean
Town/City
Freetown
Country
Date of Interview
Reform Profile
No
Abstract

Albert Bockarie describes civil service reforms after the end of civil war in Sierra Leone.  He focuses on recruitment procedures and training.  He reports that because of low public service pay, the country suffered from a “brain drain” and corruption.  He argues that these problems cannot be addressed without increasing salaries.  He describes the challenge of getting pay for retirees disbursed promptly.  He urges increased use of computers and other information technologies as essential because paper records can be lost or purposely destroyed.  He says international donors and consultants are helpful in meeting these challenges.     

Profile

At the time of this interview, Albert Bockarie was senior permanent secretary of the Public Service Commission of Sierra Leone.  He had served since 1982 at the provincial level as a district officer and in all the national ministries in the government of Sierra Leone except Trade and Finance, Foreign Affairs, Finance and Education.

Full Audio File Size
66 MB
Full Audio Title
Albert Bockarie - Full Interview