strategic management

Luciano Evaristo

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Focus Area(s)
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Critical Tasks
Country of Reform
Rachel Jackson
Luciano Evaristo
Interviewee's Position
Interviewee's Organization
Brazilian Institute of Environment and Renewable Natural Resources
Date of Interview
Reform Profile

In this interview, Luciano Evaristo explains the work of IBAMA, focusing on the institute’s monitoring and inspection capabilities. The main thrust of those efforts has been on monitoring both the illegal and legal deforestation of the Amazon rain forest. Evaristo describes the technology and government coordination both in Brazil and transnationally that were required to maximize the efficiency of the monitoring system and ensure results in capturing illegal actors. He also acknowledges the challenges that arose along the way, as well as the many different creative solutions IBAMA was able to come up with each time in response. Toward the end of the interview, Evaristo takes interviewer Rachel Jackson on a step-by-step mock investigation of a deforestation violation to point out how the new monitoring technology serves to geographically locate the offense, determine its nature and magnitude, identify the person in the system, and immediately issue a fine and/or conduct an arrest on the spot.

Case Study:  A Credible Commitment: Reducing Deforestation in the Brazilian Amazon, 2003–2012


At the time of this interview, Luciano de Meneses Evaristo was director of the Brazilian Institute of Environment and Renewable Natural Resources (IBAMA). Previously, he had been with IBAMA in the department of strategic management as well as in the area of environmental monitoring. In addition, Evaristo served as head of the department of environmental protection at various times from 2002 to 2012. He also was in the Brazilian government’s internal affairs office on combatting corruption.

Building Strategic Capacity in the Police: Sierra Leone, 1998-2008

Jonathan (Yoni) Friedman
Focus Area(s)
Country of Reform

Sierra Leone’s police service had a reputation for abuse and corruption even before the 1991-2002 civil war that slashed its numbers by a third and all but destroyed its infrastructure. Taking office in 1996, President Ahmad Tejan Kabbah set a high priority on police reform to ensure stability for postwar reconstruction and economic development. The United Kingdom, acting through the Commonwealth, was the primary benefactor, providing equipment, trainers and even an inspector general to lead the service during the first years of reform. By 2008, the Sierra Leone police featured strong and capable senior leadership, improved capacity for criminal investigations, and a positive relationship with the Sierra Leonean public. Although concerns about the sustainability of these reforms and the feasibility of additional changes remained in 2008, the development of the Sierra Leone Police during the preceding decade was an example of successful post-conflict police reform in a West African state.

Jonathan Friedman wrote this policy note based on interviews by Arthur Boutellis in Freetown, Sierra Leone, in May 2008. Case published November 2011.

Associated Interview(s):  Keith Biddle, Robert Bradley, Kadi Fakondo, Osman Gbla, Garry Horlacher, Adrian Horn, Sheka Mansaray

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

Michael Scharff
Country of Reform

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.”