Abraham Simmons discusses his experience as the managing director of Roberts International Airport from 2007 to 2009. He describes the situation of the airport in 2007 as in dire need of renovation, improved services, and financial reform. He notes that his first action as director was to create a clear definition of each position and to establish an understanding of responsibilities. Through the help of foreign consultants Simmons was also able to create an airport operations manual to aid this process. Simmons then discusses the new training programs implemented from 2007 to 2009. He then adds detail in to the challenges that surrounded financing of reforms and new equipment for the airport. With this, he sheds light on efforts to bring the airport up to international compliance. He concludes his discussion with information about a functional review process as an effort to make the operation of the airport more transparent. He also speaks about a new, clearer promotion system that would standardize hiring and firing of employees.  

Case Study:  Getting Reforms Off the Ground: Roberts International Airport, Liberia, 2006-2009  

Momo Rogers describes his work as Director General of Liberia’s Cabinet Secretariat. He traces the changes he made to improve the cabinet’s processes and his office’s relationships with the ministers. Staff from the African Governance Initiative (AGI) helped throughout the work he describes. His first order of business for the new ministry was shortening cabinet meetings. He implemented processes such as including indicative timing in the meeting’s agenda, producing a manual for cabinet ministers, and improving communication with the cabinet, and he details each change in this interview. By providing two to five page summaries of the lengthy policy documents, Rogers says he helped the cabinet ministers be more prepared for their meetings, make their work more efficient. As he explains, he improved the communication between the Cabinet Secretariat and the ministers by utilizing email and text messaging as well as by establishing personal relationships. He describes the trust and positive working relationships he set up, and how these contribute to his working and the cabinet’s overall functioning. For the future of the Cabinet Secretariat, Rogers hopes in addition to maintain their role as a facilitator, his office can be more involved in policy planning, particularly the early stages. In describing his own work, he talks about fostering a positive, productive relationship between the president and the cabinet and between the president and him, which he says improves as he becomes more familiar with those with whom he works.     

Case Study: Improving Decision Making at the Center of Government: Liberia's Cabinet Secretariat, 2009-2012

Honorable Natty B. Davis discusses the formation of Liberia’s Philanthropy Secretariat. He describes how the secretariat aimed to capitalize on all of the good will and support surrounding President Ellen Johnson Sirleaf. Davis saw a need to coordinate with the donors and philanthropic organizations interested in supporting Liberia’s growth. His goals were to inform donors and facilitate their work, so the Secretariat consisted of a staff dedicated to following up on donors’ interest and coordinating their support, Davis explains. Additionally, they worked to reach out to potential new donors. Davis explains that aligning donor activity with the President’s priorities was the Secretariat’s focus.    

Case Study: Matching Goodwill with National Priorities: Liberia's Philanthropy Secretariat, 2008-2012