Arete Volume One Fall 2022

Αρετή (Arete) Journal of Excellence in Global Leadership | Vol. 1 No. 1 | 2022

are costly. The World Food Programme (2021) estimated that the poorest segments of Djiboutians spent 77% of their household budget on food. Furthermore, reliance on international trade results in instability when trade partners are affected by crisis such as drought, pandemics, or war and such factors impede the country’s ability to realize the SDGs (Guha & Chakrabarti, 2019). T he governmental plan ‘Djibouti Vision 2035’ indicates that the country is committed to country growth and success which aligns with the UN SDGs. The goals and plans within the report demonstrate intent to achieve the SDGs, though socioeconomic factors routinely prevent the country from rapid growth. Recently the World Bank approved a $30 million grant to “protect Djibouti’s poor and vulnerable communities and to increase resilience to economic shocks” (World Bank, 2022, para. 1). Djibouti’s portfolio with the World Bank includes nine teen projects totaling $436 million to finance education, health, energy, development, technology, and governance strengthening. Styan (2016) questioned who the national funds have served, noting lack of evidence of wealth being shared widely with Djiboutians; similarly expressed by Sun and Zoubir in (2016). They contended that despite growth and stability, Djibouti’s population had not benefited sufficiently, listing lack of jobs and meaningful opportunities for youth. Additionally, there was concern that funds repeatedly benefited the same, concentrated income groups. Djibouti’s nascency and population size likely result in related challenges. More than 50% of the population is under the age of 24; an indication that much of the population are dependents with limited human resources for economic and political employment (CIA, 2022). Regarding the information presented thus far, it is difficult not to consider the country’s leadership. There is little in the literature pertaining to the leadership in Djibouti. Since its independence in 1977, the country has had only two presidents — Hassan Gouled Aptidon and his nephew Ismaïl Omar Guelleh. Some reports suggest President Guelleh is an authoritarian leader (Blanchard, 2022; Styan 2020b) while others commend his diplomacy and ability to build international relationships which leverage the countries advantages (Styan, 2016). Continued research related to Djiboutian leadership structure and styles could provide much needed insight. Regardless, it is clear Djibouti’s socioeconomic factors have affected how it prioritizes its policies. Djib outi’s decision to nationalize a formally leased container terminal, which breached contract, left the country with more than $500 million in debt (Styan, 2020a). Such debts present issues for economic and fiscal policies and its capacity to realize the SDGs. Despite country debt and poor socioeconomic conditions, recent numbers show sustained effort and upward growth toward achieving the SDGs. The incongruent information generates further questions:

1. Perhaps it is too early. Is Djibouti making strides toward country success and sustainability that are not represented or captured in the current data?

2. How does Djibouti’s leadership impact SDG realization?

3. Are the proper foundations for sustainability being laid?

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