In 2006, Liberia’s only functioning seaport was a quagmire, riddled by corruption, cargo theft, and a glut of untrained workers. These problems combined to slow the delivery of relief supplies that were badly needed after a 14-year civil war, which had ended three years earlier. A battle site, the Freeport of Monrovia suffered from war damage and years of neglect. It was in danger of shutting down completely. The responsibility to upgrade the infrastructure and improve management lay with the National Port Authority (NPA), a state-owned enterprise that operated the Freeport. From 2006 through 2011, Togba Ngangana, George Tubman and Matilda Parker, successive managing directors at the NPA, enacted a series of reforms to restore the authority and port operations. The Liberian government and outside donors agreed to hire internationally recruited financial controllers to work with NPA directors on fiscal matters. Together, the directors and controllers put in place new systems that helped the NPA collect revenue and prevent unnecessary expenses, installed an automated financial management system, reduced staff size, trained remaining workers, and improved the Freeport’s security infrastructure to meet standards of the International Maritime Organization. This case chronicles the steps reformers took to improve the management of a politically sensitive agency in a post-conflict setting.

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. 

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.