tourism

Donald Duke

Ref Batch
H
Focus Area(s)
Ref Batch Number
6
Critical Tasks
Country of Reform
Interviewers
Itumeleng Makgetla
Name
Donald Duke
Interviewee's Position
Former Governor
Interviewee's Organization
Cross River State, Nigeria
Language
English
Nationality of Interviewee
Nigerian
Place (Building/Street)
Calabar
Town/City
Cross River State
Country
Date of Interview
Reform Profile
No
Abstract
Former Cross River State Governor Donald Duke recounts his experiences developing tourism in the Nigerian state.  He explains how investing in education and health care and improving service delivery, agriculture and infrastructure were key components in this process.  Duke goes into detail about how appointing the right people was essential to the task, as well as changing the inherent culture in the civil service left over from years of military rule, and the mediation of conflicts of interest that became apparent.  Duke talks about the need for specific training of civil service staff, as well as the compromises made to accommodate opposition party members.  He explains how required funds were secured from banks and funding agencies, and he emphasizes the need for thorough and accurate data analysis of before any reforms were to be implemented.  Duke recounts how he used digital mapping of the state to influence his investment in infrastructure.  Throughout the interview, Duke explains the need for leaders to be approachable, open to the public and dedicated.
Profile

Donald Duke served as governor of Cross River State, Nigeria, for two terms spanning 1999 to 2007.  During his terms as governor, Duke initiated a variety of reforms promoting business, tourism and investment in Cross River State.  Before running for office, he served as commissioner for finance, budget and planning, and as a member of the National Economic Intelligence Committee and the Federal Economic Council.  He earned a law degree from Nigeria's Ahmadu Bello University, and a master's in law from the University of Pennsylvania. 

Full Audio File Size
245 MB
Full Audio Title
Donald Duke Interview

Defusing a Volatile City, Igniting Reforms: Joko Widodo and Surakarta, Indonesia, 2005-2011

Author
Rushda Majeed
Focus Area(s)
Country of Reform
Abstract
In July 2005, Joko Widodo, the first directly elected mayor of Surakarta, faced the daunting job of revitalizing an Indonesian city whose history of violence had earned it the label sumbu pendek in the official Bahasa language—city with a “short fuse.” Seven years earlier, riots had shaken Surakarta, known as Solo, as mobs razed several neighborhoods, destroying homes and businesses. In 2002, Solo made international news again when officials uncovered terror networks in the city. Poorly functioning government services, high unemployment and weak economic growth weighed on the half million residents. With the help of Vice Mayor F.X. Hadi Rudyatmo, the mayor took a series of steps to turn Solo around. Known by his nickname Jokowi, he built alliances with businesses, religious leaders and non-governmental organizations representing the poor. Initially he relocated thousands of street vendors to relieve traffic congestion and created a one-stop shop for business licenses and other services. He also expanded facilities at new vendor locations, improved conditions in slums and upgraded health services. Jokowi then worked to boost tourism and strengthen the economy by reviving Solo’s image as a regional center for arts and culture, both to its own citizens and the outside world. While economic growth bolstered the city’s revenue base, Jokowi reorganized parts of the government to promote efficiency and opened the budget process to greater public scrutiny. In 2010, he and Rudyatmo were re-elected with 90.9% of the vote. This case study recounts their reform efforts between 2005 and 2011.
 

Rushda Majeed drafted this case study based on interviews conducted in Surakarta and Jakarta, Indonesia, in November and December 2011. Case published July 2012.

Palermo Renaissance Part 1: Rebuilding Civic Identity and Reclaiming a City from the Mafia in Italy, 1993-2000

Author
Laura Bacon and Rushda Majeed
Country of Reform
Internal Notes
1.22.13 new draft includes corrected links and Palermo titles as well as new reader feedback language.
Abstract
In 1993, Palermo residents elected Leoluca Orlando mayor with 75% of the vote. At the time of Orlando’s election, a series of assassinations of high-level anti-Mafia leaders had left the city reeling. For decades, the Sicilian Mafia had held a strong political, cultural and physical grip on the city. Orlando’s election affirmed that voters wanted him to continue what he had begun but couldn’t complete during his first mayoral term (1985–1990): to purge the government of Mafia influence and help restore Palermo’s cultural and economic vibrancy. Prior mayors had tolerated or assisted Mafia activity while the city center deteriorated, cultural life and business activities dwindled, and the education system weakened. Backed by a national crackdown on organized crime, the mayor used his second and third terms in office (1993–1997 and 1997–2000) to engage civic groups and businesses in revitalizing Palermo. By the time Orlando left office in 2000, his administration had renovated or reacquired hundreds of public buildings and monuments, built a cultural center and founded a downtown concert series, kick-started entrepreneurial activity and tourism, built dozens of schools and integrated civic consciousness into classrooms. Those actions helped reawaken civic pride. Although subsequent city administrations abandoned or rolled back many of the reforms, Orlando’s administration helped define and lead a “Palermo Renaissance.”
 
Laura Bacon and Rushda Majeed drafted this case study based on interviews conducted in Palermo, Italy, in March 2012. Aldo Civico, assistant professor in the department of sociology and anthropology at Rutgers University and cofounder of the International Institute for Peace, provided initial ideas and guidance on this case. Roberto Pitea, Valentina Burcheri, and Brian Reilly provided research assistance. Case published September 2012.
 
Two companion case studies address simultaneous reform efforts in Palermo from 1993 to 2000: “Palermo Renaissance Part 2: Reforming City Hall” focuses on the city’s budget, taxes, one-stop shop for licenses and documents, and citizen outreach. “Palermo Renaissance Part 3: Strengthening Municipal Services in Palermo” details efforts to improve service delivery, management, hiring, and bidding processes in Palermo’s water, gas, transportation, and waste management services.