institution-building

Adan Yusuf Abokor

Ref Batch
U
Focus Area(s)
Ref Batch Number
5
Country of Reform
Interviewers
Richard Bennet and Michael Woldemariam
Name
Adan Yusuf Abokor
Interviewee's Position
Somaliland Country Representative
Interviewee's Organization
Progressio
Language
English
Town/City
Hargeisa, Somaliland
Date of Interview
Reform Profile
No
Abstract

Adan Yusuf Abokor discusses the relationship between civil society and the Somali National Movement during and directly following the Somali Civil War. He also focuses on Somaliland’s transition period from SNM government to civilian government. Finally, Abokor explains the successes and challenges of Somaliland’s elections and the formation of the multiparty system, with a focus on the role of civil society.    

Case Studies:  Navigating a Broken Transition to Civilian Rule: Somaliland, 1991-2001 and Nurturing Democracy in the Horn of Africa: Somaliland's First Elections, 2002-2005

Profile

At the time of this interview, Adan Yusuf Abokor was the Somaliland country representative for Progressio, an international development NGO. He formerly served as director of Hargeisa Group Hospital.

Full Audio File Size
100MB
Full Audio Title
Adan Yusuf Abakor Interview

Delivering on a Presidential Agenda: Sierra Leone's Strategy and Policy Unit, 2010-2011

Author
Michael Scharff
Country of Reform
Abstract

In 2010, President Ernest Bai Koroma struggled to implement his development agenda for Sierra Leone, unable to count on consistent follow-through by his own ministries. He had won election in 2007, five years after an 11-year civil war had decimated the civil service and destroyed much of the West African country’s infrastructure. Early in his presidency, Koroma had established an advisory group called the Strategy and Policy Unit (SPU) in a bid to monitor ministries’ progress on major projects and to hold ministry staff accountable. During 2008–09, the SPU had made a few notable gains, particularly in formulating performance contracts with ministers and steering completion of the giant Bumbuna hydroelectric dam. But by 2010, major elements of Koroma’s development agenda had faltered, and the president knew he had to improve coordination and accountability at the center of government in order to address Sierra Leone’s daunting challenges. He hired a chief of staff, Kaifala Marah, and charged him with overhauling the SPU. Marah hired expert support staff and sharpened the unit’s focus. Victor Strasser-King, a retired geology professor who oversawthe successful completion of the long-delayed Bumbuna project while working as an SPU adviser, became director of the unit. Rather than spreading its efforts across all of the president’s priorities, the unit under Strasser-King targeted a handful of flagship projects. The revamped SPU held regular coordination meetings of the president and ministry officials that strengthened monitoring and accountability and identified logjams and bottlenecks that required presidential intervention. By late 2011, with support from the Africa Governance Initiative, the United Nations Development Programme and other partners, the SPU had increased interministerial coordination and significantly improved progress on priority programs. This case study describes the reforms in the president’s office at the center of government. 

Michael Scharff drafted this case study on the basis of interviews conducted in Freetown, Sierra Leone, in October 2011. Case published February 2012. For more examples of how Sierra Leone strengthened its center of government, see related cases, “Turning on the Lights in Freetown, Sierra Leone: Completing the Bumbuna Hydroelectric Plant, 2008–2009” and “A Promise Kept: How Sierra Leone’s President Introduced Free Health Care in One of the Poorest Nations on Earth, 2009–2010.”

A Promise Kept: How Sierra Leone's President Introduced Free Health Care in One of the Poorest Nations on Earth, 2009-2010

Author
Michael Scharff
Country of Reform
Abstract

When Ernest Bai Koroma assumed the presidency of Sierra Leone in 2007, he promised to run his government as efficiently as a private business. A few years earlier, a brutal 11-year civil war had ended, leaving an estimated 50,000 dead and an additional two million displaced. The effects of the war gutted the government’s capacity to deliver basic services. Koroma launched an ambitious agenda that targeted key areas for improvement including energy, agriculture, infrastructure and health. In 2009, he scored a win with the completion of the Bumbuna hydroelectric dam that brought power to the capital, Freetown. At the same time, the president faced mounting pressure to reduce maternal and child death rates, which were the highest in the world. In November, he announced an initiative to provide free health care for pregnant women, lactating mothers and children under five years of age, and set the launch date for April 2010, only six months away. Working with the country’s chief medical officer, Dr. Kisito Daoh, he shuffled key staff at the health ministry, created committees that brought ministries, donors and non-governmental organizations together to move actions forward, and developed systems for monitoring progress. Strong support from the center of government proved critical to enabling the project to launch on schedule. Initial data showed an increase in utilization rates at health centers and a decline in child death rates. 

Michael Scharff drafted this case study on the basis of interviews conducted in Freetown, Sierra Leone and London, U.K., in September and October 2011. Case published February 2012. See related cases, “Turning on the Lights in Freetown, Sierra Leone: Completing the Bumbuna Hydroelectric Plant, 2008-2009” and “Delivering on a Presidential Agenda: Sierra Leone’s Strategy and Policy Unit, 2010-2011.”

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

Author
Michael Scharff
Focus Area(s)
Country of Reform
Abstract
When Momo Rogers became director general of Liberia’s Cabinet Secretariat in June 2009, he thought the office could begin to support President Ellen Johnson Sirleaf and her team of ministers much more effectively than it had done previously. Cabinet offices generally aimed to improve the quality of decision making and coordination at the center of government. That function was especially important in Liberia, where President Sirleaf wanted to advance an ambitious development agenda—six years after the end of a protracted civil war—yet before Rogers stepped into his role, many Cabinet meetings were long and unfocused and often yielded few tangible results. For example, policy decisions reached in the Cabinet meetings were not often communicated to the people responsible for implementing policy. Moreover, the relevance of decisions about the government’s priorities was sometimes unclear even to those who had participated in the meetings. Recognizing those challenges, Sirleaf tasked Rogers with responsibility for making the office—and the Cabinet itself—work better. Rogers built a team at the Secretariat and introduced procedural changes like circulating agendas and policy papers in advance of Cabinet meetings. By 2012, the Cabinet was functioning more effectively: agendas circulated in advance, discussions were more focused, and the Secretariat followed up on action items agreed to in the meetings. But shortcomings remained, including a persistent need to improve the quality of policy proposals submitted to Cabinet.
 

Michael Scharff drafted this case study based on interviews conducted in Monrovia, Liberia, and the United States in April and May 2012. Case published in September 2012. 

Associated Interview(s):  Momo Rogers