The Liberian civil war was, in large measure, made possible because of the lack of a strong national identity among Liberians. To overcome this legacy and emerge from its post-conflict status, the country desperately needs the opportunity to rebuild the fabric of society in a way that demonstrates to Liberians the capacities within local communities to create a new sense of nation
ROLE OF THE CENTER IN CULTURAL CONTEXT OF LIBERIA
PHYSICAL INFRASTRUCTURE AND LEADERSHIP OF THE CENTER
EDUCATIONAL & SUSTAINABILITY MODELS OF THE CENTER
CONTRIBUTIONS OF THE CENTER TO BUILDING A UNITED LIBERIA
INITIAL LAUNCH BY A BELOVED SYMBOL OF A UNITED LIBERIA
KEY RESOURCES BROUGHT TO THE TABLE BY LIBERIANS
- Talents and ingenuity of the Liberian people.
- The strong background of the Center’s director, James Roberts, in production and management of theatre, arts, and literacy programs as a former Director of the Liberian Cultural Center and Deputy Minister of Education For Planning in which capacity he represented the Liberian government in fundraising efforts with the IMF, World Bank, The Open Society Foundation and many others.
- The expertise of the BCA Founding Chairman, Dr. D. Elwood Dunn, The Alfred Walter Negley Professor of Political Science Sewanee: University of the South, Tennessee, as a world renowned Liberian Historian and Social Scientist and author.
- Commitment to transparency in decision-making and operation.
- Commitment to equal opportunity for all, regardless of gender, ethnicity, religion and/or political affiliations.
- Commitment to work towards the goal.
- Commitment to self-reliance; rejection of dependency syndrome of the war years.
- The ability of this pair to bring together a committed, experienced and enthusiastic cross-section of individuals in Liberia, The United States and Europe to address the issue of how to rebuild Liberia’s fractured identity infrastructure.
KEY RESOURCES SOLICITED THROUGH THE PARTNERSHIP OF THE INTERNATIONAL COMMUNITY
- Endorsement of our program.
- Sharing knowledge and best model and practices from other experiences.
- Support for local capacity development.
- Sustained funding to get project established on firm basis for the first 5- 10 years.
- Support development of organizational capacity for effective overall administrative and financial management, and a robust fund-raising strategy, both locally and internationally, leading to self-reliance.
- Support for independent formative and summative evaluation of the Center’s program goal achievements.
- Support for independent audit of the Center’s total financial records, return on investments, and estimated contribution of jobs and finances to the national and regional economy.
- An international communications campaign that enhances the dissemination and outreach of the Center.
INITIAL PRELIMINARY BUDGET
Year 1: Project Planning; Facility Acquisition and Renovation; Staff Hiring and Training; Program Development and Piloting; Securing Renewable Energy.
Phase One: We will complete a) a feasibility study, b) a full business plan including pro forma financial statements, c) design and pilot the academic programs and courses, and c.) secure and begin renovating a facility for the Center, d) develop staff training programs, and e) hire and train staff. Particular attention will be paid to the strategic human resource needs, obtaining a sustainable source of energy such as biofuels and transportation requirements, and various supports that must be secured to successfully launch and operate the Center. We are particularly interested in promoting environmental awareness and will seek a sustainable source of energy, especially those that support local farmers in their production of products used as biodiesel fuel.
Phase Two: Consists of the design, development, and preparation for launch of academic and informal education programs and services for first two semesters. We will begin implementation of the activities of the enterprise center identified during the feasibility study and staff training. We will purchase only those requisite technologies not donated and where possible, contract with (rather than hire) those providing services needed to complete the activities identified for completion in this phase. We will continue modifications required for the Center to be launched and fully operational during Year one. Depending upon the result of the energy pilot, we will expand the use of sustainable energy to more units within the Center.
Year 2: First Year of Operations; Continued Renovations; Development of Programs; Hiring and Training of Staff; Launching of Entrepreneurship Center
We will roll out the first year of programs, services, and activities. This includes developing formal and informal educational and artistic programs and services for year three, the next academic year. Staff will be identified, hired, and trained during the second semester for the following year. We will continue expanding sustainable energy use in the Center and prepare for Year 3.
Year 3: Second year of operations and expansion.
We will build upon core academic and informal educational programs, expand artists’ enrollment, secure additional partnerships with schools and firms in the private and public sector, and develop further the fee-based activities of the enterprise center. During year 4, we will continue the iterative evaluation and improvement of the previous years’ work, begin the strategic plan to replicate the program outside of Monrovia, and during year 5 launch the program in its second location outside of Monrovia.