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IGR courts partners support to achieve 4-year strategic plan

September 7, 2015

The Institute for Governance Reform (IGR) on Thursday September 3 presented its four-year Strategic Plan (2015-2019) to partners at a review meeting held at the Lac Villa Hotel, Cantonment Road in Freetown. The meeting also witnessed a presentation of IGR’s strategic vision and programmes.

The Strategic Plan explains how the organisation plans to support and work with its partners to be more robust in achieving their mutual goals of building democracy and promoting effective public financial management and institutional change in Sierra Leone.

After the official opening courtesies, IGR’s Executive Director, Andrew Lavali and the Director of Policy and Research, Fredlyn McCormack made a detailed power-point presentation of the Strategic Plan, highlighting the three focus areas, namely economic governance, democratic governance, and monitoring post-Ebola transition and recovery investments in the country.

Mr. Lavali informed the meeting that the three focus areas have key objectives and activities, which are time-bound, thus encouraging partners to have a critical look at the activities and see how they could contribute to ensuring they are actualised. He called for suggestions that could help enrich the process of implementing the plan.

In the area of economic governance, Lavali revealed plans to develop local capacity for economic policy research, produce analytical papers on government’s economic decisions and investments, as well as programmes that will help minimise revenue loss and increase efficiency.

According to the plan of activities, a number of seminars will be organised by IGR on each of the thematic areas. The team further explained the key objective of the democratic governance area, which they said is to promote electoral integrity.

The IGR team intends to use lessons learnt from the Ebola epidemic to better inform the recovery process.

Partners had the opportunity to ask questions, seek clarifications and make suggestions, which the IGR Executive Director promised will be carefully looked at and incorporated into the plan where necessary.

IGR’s Strategic Plan 2016-2019



For nearly two years, the Institute for Governance Reform, (IGR) has produced high quality research reports and analytical papers that are broadening the parameters of public debates on democracy, institutional change and public financial management in Sierra Leone. In this Strategic Plan for 2016–2019, we present a vision that describes how we will work with our partners to be even more effective in achieving this aim.

Our decision to develop a four-year Plan reflects our long-term view of working with citizen groups and government agencies to shift the focus from short-term electoral and macroeconomic outcomes to advancing policies and programs that will protect and secure the next generation. Strengthening citizen’s oversight of the economy and consolidating democracy are critical investments for the wealth and stability of our next generation of Sierra Leoneans especially the women and girls and the youth.

We know there are successes: Sierra Leone is improving its road infrastructure, rebuilding health systems after Ebola, improving its energy sector, creating greater access to clean water and opening community banks in rural areas. However, investments in governance have not translated into greater socio-economic resilience. This is particularly evident among women, children, youth, and citizens in remote communities which bear the brunt of poverty and exclusion. Persistent failures of the mining companies, weak public accountability and poor health and education services highlight the need for building effective governance institutions and bringing citizen pressure to bear on reforms.

In the last two years, we have introduced new approaches to evidence-based advocacy and have influenced major policies to support effective economic planning and democratic competition in Sierra Leone. We are building on the investments made in civil society strengthening since the end of the war and now believe that Sierra Leone is at a stage to reap the rewards of reforms by having a stronger citizenry advocating for improved living conditions and accountable governance. Donors and government alone cannot address Sierra Leone’s socio-economic failures; it requires the active role of citizens demanding openness of economic and political governance institutions to help secure a better future for themselves.

Looking ahead, we identify three major challenges for our country. How can we use free, fair and open elections to manage diversity? How can Sierra Leone learn from its past and make post-Ebola recovery projects contribute to real transformation in the delivery of basic services? How can citizen demand for greater public financial accountability translate into improved services and building a cohesive state? In each of these challenges, IGR sees many important research questions and programming opportunities.  We recognise that making these changes is enormous and complex. We will work with our partners in key institutions within and outside government over the next four years in pursuing the desired changes.

This Plan for the next four years provides the basis on which we will develop our resource mobilization strategy, outlines our approach to assessing progress toward our goals and sets out a platform for our engagement with partners.  We call on government and all stakeholders to join IGR in our objective of securing the interests of the next generation.

Strategic Focus Areas:

  1. Improving economic governance:  Promoting public sector accountability, economic literacy and advocacy for reforms in the public and private sectors.
  2. Strengthening Political governance: Supporting free and fair elections and credible population and local planning process.

Monitoring post Ebola transition and recovery investments: strengthening systems for delivery of health and education services.

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