Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
AFRICAN DEVELOPMENT BANK GROUP
LIBERIA
INTEGRATED PUBLIC FINANCIAL MANAGEMENT REFORM PROJECT
PROJECT COMPLETION REPORT
(PCR)
ECGF DEPARTMENT
September 2018
Pu
blic
Dis
clo
sure
au
tho
rize
d
Pu
blic
Dis
clo
sure
au
tho
rize
d
1
I BASIC DATA
A Report data
Report date Date of report: September 11, 201810/9/2017September 11, 2018
Mission date (if field mission)
From: 05/29/2017 To: 06/09/2017
B Responsible Bank staff
Positions At approval At completion
Regional Director Frank Perrault Janvier Litse
Country Manager Margaret Kilo Orison Amu
Sector Director Isaaac Lobe Abdoulaye Coulibaly
Sector Manager Jean-Luc Bernasconi Abdoulaye Coulibaly
Task Manager Kalayu Gebre-Selassie Patricia N. Laverley
Alternate Task
Manager
PCR Team Leader Patricia Laverley
PCR Team Members Alex Yeanay
C Project data
Project name: Integrated Public Financial Management Reform Project
Project code: P-LR-K00-013 Instrument number(s): 5900155003751
Project type: ISP Sector: Multisector
Country: Liberia Environmental categorization (1-3):3
Processing milestones – Bank
approved financing only
(add/delete rows depending
on the number of financing
sources)
Key Events (Bank approved financing
only)
Disbursement and closing dates
(Bank approved financing only)
Financing source/
instrument1:
ADF TSF Grant
Financing source/ instrument1: Financing source/ instrument1:
PROJECT COMPLETION REPORT FOR PUBLIC SECTOR OPERATIONS (PCR)
AFRICAN DEVELOPMENT
BANK GROUP
2
Date approved: 09/12/2012 Cancelled amounts: Original disbursement deadline:
December 31, 2016
Date signed: 09/19/2012 Supplementary financing: Original closing date: December 31,
2016
Date of entry into force:
September 19, 2012
Restructuring (specify date & amount
involved):
Revised (if applicable) disbursement
deadline:
Deadline for last disbursement
revised to March 31, 2017
Date effective for 1st
disbursement: February 12,
2013
Extensions (specify dates): Only one
extension to June 30, 2017
Revised (if applicable) closing date:
Closing date revised to June 30, 2017
Date of actual 1st
disbursement:
Financing source/
instrument2:
Financing source/ instrument2: Financing source/ instrument2:
Date approved: Cancelled amounts: Original disbursement deadline:
Date signed: Supplementary financing: Original closing date:
Date of entry into force: Restructuring (specify date & amount
involved):
Revised (if applicable) disbursement
deadline:
Date effective for 1st
disbursement:
Extensions (specify dates): Revised (if applicable) closing date:
Date of actual 1st
disbursement:
Financing source/instrument
(add/delete rows depending
on the number of financing
sources):
Disbursed amount
(amount, UA):
Percentage
disbursed (%):
Undisbursed
amount (UA):
Percentage
undisbursed (%):
Financing source/
instrument1:
ADF/TSF
3,000,000.00 100%
Financing source/
instrument2:
Government:
Other (eg. co-financiers).
World Bank 3,261,000.00 100%
SIDA 9,848,000.00 100%
USAID 2,511,000.00 100%
TOTAL 18,620,000.00 100%
Executing and implementing agency (ies): Ministry of Finance and Development Planning PFM Reform Coord. Unit
3
D Management review and comments
Report reviewed by Name Date reviewed Comments
Country Manager Orison Amy October 20, 2017
Sector Manager Abdoulaye Coulibaly October 20, 2017
Regional Director (as chair of Country Team)
Janvier Litse
Sector Director Abdoulaye Coulibaly
II Project performance assessment
A Relevance
Relevance of project development objective
Rating* Narrative assessment (max 250 words)
3 The Liberia Integrated Public Financial Management Reform Project (IPFMRP) was launched in
2012 to provide support to PFM operations over a period of four years. The IPFMRP,
underpinned by the results of various diagnostic assessments, was instituted as a vehicle to
implement the PFM Reforms Strategy and Action Plan (2011-2016). The project’s principal
objectives were to improve budget coverage, fiscal policy management, financial control, and
oversight of government finances. At the end of original project completion date of June 30,
2016, the Government’s request for a one year no cost extension was granted by the Bank to
continue with the implementation of programs that were affected by the outbreak of the Ebola
Virus Disease (EVD) in 2014. The overall funding of the project amounted to US 31.5 million:
Initial funds of USD28.5 million came from World Bank, Sida, AfDB and USAID. Additional
funding of USD 3 million was provided by EU to support reform activities in the areas of Civil
Society and Social Accountability and PFM in the Justice System. The IPFMRP officially
closed on June 30, 2017. The project objectives, which identified the need to improve budget coverage,
strengthen fiscal policy management, financial control, and oversight of government finances and the
activities in achieving those objectives, were relevant and remained well on course throughout the period
of the project implementation. The objectives were also consistent with
the Bank’s Country Strategy Paper (2013-2017), which focused on improving public
investment, budget management, efficiency of public finances and a more transparent and
accountable use of public resources.
* For all ratings in the PCR use the following scale: 4 (Highly satisfactory), 3
(Satisfactory), 2 (Unsatisfactory), 1 (Highly unsatisfactory) Relevance of project design
Rating
*
Narrative assessment (max 250 words)
3 The design of the project supported Liberia’s Agenda for Transformation and Medium
Term Development Strategy. The indicators set for monitoring and evaluating the project
outcomes were necessary in contributing to the achievement of the project development
objectives (PDOs).
Lessons learned related to relevance
Key issues
(max 5, add rows as
needed)
Lessons learned Target audience
Institutional
development
Institutionalizing PFM Reform within Government Structures (Use
of Country
System): Implementation of reform within the MFDP and other
government entities hasa long lasting effect on the county’s use of country
system and endeavour to strengthen its PFM system. The level of
capacity, both human and material, that have been
developed during the period of implementation of the project has helped
to promote and sustain the reforms. The use of civil servants in delivering
the reform promotes a lasting effect and sense of ownership of the reform.
GoL and the Bank
4
Change
Management
Change Management & Communication of PFM Reforms:
The absence of a coherent
and robust Change Management and Communication Strategy
posed challenges to the mode of effective communication over the
course of implementing PFM Reforms
However, the PFM Reform Coordination Unit did tremendously
well to change and communicate reforms among key stakeholders.
It is important that going forward, a Change Management and
Communication Strategy should be formulated by the Secretariat
and approved by the Senior Management and relevant stakeholders
for implementation.
GoL and the Bank
Design simplicity Project Design & Coordination of Support: The design of the
project was elaborate and a positive move for Liberia and supported
the country’s medium term development policy, the Agenda for
Transformation and the PFM Strategy and Action Plan (2011-2016).
The reform programs were realistic and implementable. However,
close coordination between donor partners in supporting reforms is
critical to avoiding duplication of support to PFM programs. Partners
should be able to clearly identify their areas of intervention prior to
implementation.
GoL and the Bank
Results and
outcomes
M & E Reporting Template: M&E strategy provided a
framework for reporting on results and outcomes. However, during
some stages in the project implementation, there
were disagreements among the stakeholders especially the
Development Partners on the reporting format. As the result, the
reporting format had to be changed on number of occasions to
satisfy partners’ preferences. This affected reporting on PFM
progress and in some cases delayed the publication of reports. It is
important to develop a harmonizedreporting framework and
template acceptable to all stakeholders including our
development partners.
GoL and the Bank
B Effectiveness
Progress towards the project’s development objective (project purpose)
Comments
Provide a brief description of the Project (components) and the context in which it was designed and implemented. State
the project development objective (usually the project purpose as set out in the RLF) and assess progress. Unanticipated
outcomes should also be accounted for, as well as specific reference of gender equality in the project . The consistency of
the assumptions that link the different levels of the results chain in the RLFshould also be considered. Indicative max
length: 400 words.
Three of the seven PDO level indicators achieved their targets, one improved but fell short
of the target, while three remained unchanged as determined by 2017 PEFA Self-assessment.
While the three indicators did not meet the PEFA criteria for better scores, it is worth noting
that significant progress was made towards achieving each. Summary justification for each
indicator is outlined below:
PI 7: Extent of unreported Government operations:
The score remained unchanged at D+, missing a target of B+ because donor projects
managed by Project Financial Management Unit (PFMU) and other M&As are not
consolidated into the financial statements of the Consolidated Fund account by the
MFDP. However, balances of thirty (30) donor-funded projects, including the IPFMRP,
were brought into IFMIS as part of a wider plan of bringing all DFPs on IFMIS to aid
reporting and accounting and ensure consolidation.
5
PI-12. Multi-year perspective in fiscal planning, expenditure policy and budgeting:
The score improved from D+ to C+ but not enough to meet the target of B+. The current
National Budget provides two outer years’ projections, while the criterion for this PEFA
indicator requires three outer years’ projections for a higher score. Also, changes in the
multi-year expenditure estimates in the rolling MTEF budget are not explained, thus the
reason for a lower score.
PI-18. Effectiveness of payroll controls
This indicator improved from D+ to meet the target score of B+. The improvement
in the score has largely been due to integration of personnel records and payroll data
between CSA and MFDP. Further gains could be made by improving the ability of
the CSA to obtain information on changes to personnel records in a timely manner,
regular routine reconciliation meetings between MFDP and CSA, and a regular
updating of personnel records.
PI-20. Effectiveness of internal controls for non-salary expenditure
PI -20 also improved from the low score of C+ to meet the target score of B+. The
improvement in the score is partly because of the rollout of IFMIS to 50 M&As, the
expansion of the work of the IAA to over 40 M&As and the improvement of internal control
processes in the office of the Comptroller & Accountant General.
PI-25. Quality and timeliness of annual financial statements
Quality and timeliness of annual financial statements improved from a low score of D in
2012 to B+ in 2017, thus exceeding the target score of C+. This marked improvement has
mainly been because of compliance with the reporting requirements of the Cash Basis IPSAS
adopted by the Government of Liberia, coupled with improvement in timely submission
PI-26. Scope, nature and follow-up of external audit
This indicator remained unchanged from the low score of D+, thus missing the target score of
C+. The primary reason for the poor score is delays in submission of audit reports by the
Auditor General to the Legislature, which has also been a result of late response by auditees
to audit queries raised by the Auditor General.
PI-28: Legislative scrutiny of external audit reports
Based on the 2011 PEFA assessment framework, the score remains at a low D+, missing the
project target score of C+. The low score is attributed to delay by the Legislature in
reviewing the audit reports of the Consolidated Fund submitted by the Auditor General for
the fiscal years 2012/13, 2013/14 and 2014/15. The 2011 PEFA assessment framework uses
MI method to calculate this score. The score is however better at C+ if it is based on the 2016
refined PEFA assessment framework which uses M2 method to calculate the score. The
better score is influenced by the coverage of the audit and the use of international standards
by the GAC in the conduct of the audit.
6
Outcome
indicators (as
per RLF; add
more rows as
needed)
Baseline
value
(Year)
(A)
Most
recent
value
(B)
End target (C)
(expected
value at
project
completion)
Progress
towards
target (%
realized)
[(B-
A)/(C-
A)]
Narrative assessment (indicative max length: 50 words per
outcome)
Core
Sector
Indicator (Yes/No)
PI-1 and PI-3:
Aggregate
expenditure and
revenue outturns
compared with
original
approved budget
D/D C/B B/B For the PI-3 score, GoL was under
pressure to reallocate resources towards
tackling EVD at a time when domestic
revenues were under pressure due to the
economic contraction brought about by
EVD. It achieved this through making
substantial cuts in non-essential
discretionary recurrent expenditure and
allocating a portion of the savings
towards fighting EVD under the new
Economic Stabilisation and Recovery
Program (ESRP).
Yes
PI-15
Effectiveness in
collection of tax
payments
D+ D+ B Reconciliation between taxes assessed
and taxes collected has strengthened as
a result of the establishment of SIGTAS
implemented during the project. This
has enabled the timely updating of
taxpayer accounts by tax type in
response to payments of taxes through
the CBL system (score increased to B
from D+)
Yes
PI-18 and PI-21
Effectiveness of
payroll control
and internal audit
D+/D+ C+/C+ B/B+ PI-18 improved from D+ to meet the target
score of B+. The improvement
in the score has largely been due to
integration of personnel records and payroll
data
between the Civil Service Agency (CSA)
and MOF. Further gains could be made by
improving the ability of the CSA to obtain
information on changes to personnel
records in a timely manner, regular routine
reconciliation meetings between MFDP and
CSA, and a regular
updating of personnel records.
Yes
PI-24 and PI-25
Quality and
timeliness of in-
year budget
reports and annual
financial
statements
D+/D+ C+/C+ B/B+ Quality and timeliness of annual financial
statements improved from a low score of D
in
2012 to B+ in 2017, thus exceeding the
target score of C+. This marked
improvement has
mainly been because of compliance with the
reporting requirements of the Cash Basis
IPSAS
adopted by the Government of Liberia,
coupled with improvement in timely
submission of annual financial statements.
Yes
Rating* (see IPR
methodology) Narrative assessment
3
7
Outcome reporting
Output reporting
Output
indicators (as
specified in the
RLF; add more
rows as needed)
Most recent
value
(A)
End target
(B) (expected
value at
project
completion)
Progress
towards
target (% realized)
(A/B)
Narrative assessment (indicative max length: 50 words per
output)
Core
Sector
Indicator (Yes/No)
Output 1:
Transition to
medium-term
and policy-based
budgeting
2 year 3 years 67% The MTEF process still remains weak,
because even thought it has
institutionalized, the MTEF budget
still does not provide accurate 3 year
estimates into the future. The PEFA
score improved from D+ to C+ but not
enough to meet the target of B+. The
current
National Budget provides two outer
years’ projections, while the criterion
for PEFA requires three outer year
projections for a higher score. Also,
changes in the
multi-year expenditure estimates in the
rolling MTEF budget are not well
explained, thus the
reason for a lower PEFA score.
Yes
Output 2: IFMIS
fully operational
at MOF
50 MDAs 120 MDAs 42% FreeBalance, the Service Provider
of the IFMIS software, was suspended
by the World Bank in 2013. This
suspension prevented the government
from entering into contracts with
FreeBalance for the
provision of services using the project.
As the result, the upgrade of the IFMIS
from version 6.5 to version 7.0 and the
procurement of additional licenses had
to be financed using government
funding. This affected the timely
completion of the upgrade and
disrupted the IFMIS operations, as
sourcing funding from government to
support the activity was a challenge.
Comprehensive information on donor
projects and end of year outstanding
debt are still not adequately reflected in
the statements.
Yes
Output 3:
Revenue
authority fully
established
Revenue
authority
fully
established
Revenue
authority
fully
established
100% The Liberia Revenue Authority (LRA),
a successor to the Department of
Revenue under the erstwhile Ministry
of Finance, was established in July 1,
2014 by an act of the Legislature. The
LRA moved to a new headquarters, and
has structured its internal systems and
processes for improving efficiency in
revenue generation. Accordingly,
internal manuals and Standard
Yes
8
Operating Procedures (SOPs) for
various operational units were
developed to enhance operational
effectiveness and efficiency.
Significant technical assistance and
logistics were provided to strengthen
the Authority’s tax collection
capabilities. SIGTAS and ASYCUDA
were deployed at various tax and
customs collection centers across the
country. Domestic tax revenue
increased by 14% from FY 2010/11 to
FY2015/16, while Customs increased
by 64% during the same period.
The taxpayers’ services program
was restructured to enable it address
growing customers’concerns, and to
effectively communicate adequate
taxpayers’ education messages. For
2016/17, Call Centers recorded 360
inquiries of which 270 or 75% were
resolved, while the Customer Service
Help Desks also resolved 90% of its
422 customers’ inquiries.
An internal tax appeals office was
setup and made more functional,
building assurances for recourse and
confidence among taxpayers. During
the FY2014/15, five (5) appeals
and dispute cases from the business
community were resolved, and in
2015/16, twelve
(12) protests and objections were also
resolved. Tax compliance rate as
measured by tax payers filing improved
by more than 70% as a result of this
project.
Output 4:
Legislatiave
budget office
reduces delays in
budget approval
No delay No delay 100% The improvement in the budget
approval process is attributed to the
IFMIS deployment and compliance
with IPSAS reporting requirements.
Yes
Output 5:
Number of staff
with recognized
PFM
qualification
318 qualified
PFM
graduates
155 qualfied
PFM
graduates
212% The Financial Management Training
Program was established in 2008 under
the auspices of the University of
Liberia and other counterparts.
Through funding from this project, the
program has graduated 150 students
with MBA degrees, with emphasis in
Public Financial Management. The
Intensive Procurement Component of
the Program also graduated over 120
students with
post-graduate diplomas in
procurement. All of the graduates have
been absorbed within
Yes
9
the civil service and deployed in
various institutions performing critical
functions in their
respective fields. Many of the
graduates have excelled rapidly in
public service: some as
Ministers, Commissioners,
Superintendents, directors among
others. Additional 18 and
30 MBA and procurement students
respectively are nearing completion of
their
respective courses. Women enrollment
in the FMTP increased over time, from
3% in
2007 to 40% in 2017, and IPTP, from
5% to 88% over a period of four years.
Rating* (see IPR
methodology) Narrative assessment
3
Development Objective (DO) rating
DO rating (derived
from updated IPR)*
Narrative assessment (indicative max length: 250 words
3 The objectives were consistent with the Bank’s Country Strategy Paper (2013-2017),
which focused on improving public investment, budget management, efficiency of public
finances and a more transparent and accountable use of public resources. The project
objectives, which identified the need to improve budget coverage, strengthen fiscal policy
management, financial control, and oversight of government finances and the activities in
achieving those objectives, were relevant and remained well on course throughout the
period of the project implementation and the overarching development objective was met.
Beneficiaries (add rows as needed)
Actual (A) Planned
(B) Progress towards target
(% realized) (A/B) % of women Category
(eg. farmers,
students)
Ministry of Finance - PFM Reform
Coordination Unit
This ISP delivered benefits of national significance for the entire country,
and the five direct beneficiary institutions for this project are listed.
Comptroller and Accountant General
Liberia Revenue Authority
Legislative Budget Office
Public Procurement and Concessions
Commission
Gender equality
Assessment on the performance of gender equality in the operation (indicative max length: 250 words)
The operation supported government efforts and plans to enhance gender budgeting and gender mainstreaming
into development programs. IPFMRP supported training in gender budgeting, which Government initiated to
facilitate gender analysis in the formulation of government budgets and allocation of resources. The training
programs delivered through IPFMRP was made available to all middle to senior level women in the beneficiary
institutions. The project ensured gender balance in its activities and ensured women’s participation in the PFM
training sessions included 90% of eligible female employees.
10
Unanticipated or additional outcomes (add rows as needed)
Description Type (eg. gender,
climate change,
social, other)
Positive
or
negative
Impact on
project (High,
Medium, Low)
The Outbreak of the Ebola Virus Disease: The Ebola Virus
Disease of 2014 affected implementation of the reform
programs. There were only limited activities taken place, and
many of the offices implementing the reforms were operating
at a reduced level. This caused delayed and affected
momentum of project implementation and led to a one year
no cost extension of the project.
Negative Mdium
Lessons learned related to effectiveness (add rows as needed)
Key issues (max 5, add rows as needed) Lessons learned Target audience
1. Institutionalizing PFM reform with
government structures (Use of country systems)
Implementation of reform within the MFDP
and other government entities has
a long lasting effect on the county’s use of
country system and endeavour to strengthen
its PFM system. The level of capacity, both
human and material, that have been
developed during the period of
implementation of the project has helped to
promote and
sustain the reforms. The use of civil servants
in delivering the reform promotes a lasting
effect and sense of ownership of the reform.
Bank and GoL
Project design and coordination support The design of the project was elaborate
and a positive move for Liberia and supported
the country’s medium term development
policy, the Agenda for Transformation and
the PFM Strategy and Action Plan (2011-
2016). The reform programs were realistic
and implementable. However, close
coordination between donor partners in
supporting reforms is critical to avoiding
duplication of support to PFM programs.
Partners should be able to clearly identify
their
areas of intervention prior to implementation.
Bank, GoL,
Development
Partners
Monitoring and Evaluation M&E strategy provided a framework for
reporting on
results and outcomes. However, during some
stages in the project implementation, there
were disagreements among the stakeholders
especially the Development Partners on the
reporting format. As the result, the reporting
format had to be changed on number of
occasions to satisfy partners’ preferences.
This affected reporting on PFM progress and
in
some cases delayed the publication of reports.
It is important to develop a harmonized
reporting framework and template acceptable
to all stakeholders including our
development partners.
Bank, GoL,
Development
Partners
11
C Efficiency
Timeliness
Planned project duration –
years (A) (as PAR) Actual implementation time –
years (B) (from effectiveness for
1st disb.)
Ratio of planned and actual
implementation time (A/B)
Ratin
g*
4 years from 2012 to 2016 4.5 years from 2012 to 2017 89% 3
Narrative assessment (indicative max length: 250 words)
Resource use efficiency
Median % physical
implementation of RLF outputs
financed by all financiers (A)
(see II.B.3)
Commitment rate (%) (B)
(See table 1.C – Total
commitment rate of all financiers)
Ratio of the median percentage
physical implementation and
commitment rate (A/B)
Ratin
g*
Narrative assessment (indicative max length: 250 words)
Cost benefit analysis
Economic Rate of Return
(at appraisal) (A)
Updated Economic Rate of
Return
(at completion) (B)
Ratio of the Economic Rate
of Return at completion and
at appraisal (B/A)
Rating*
Narrative assessment (indicative max length: 250 words)
Implementation Progress (IP)
IP Rating
(derived
from
updated
IPR) *
Narrative comments (commenting specifically on those IP items that were rated
Unsatisfactory or Highly Unsatisfactory, as per last IPR). (indicative max length: 500 words)
3 The Outbreak of the Ebola Virus Disease: The Ebola Virus Disease of 2014 affected
implementation of the reform programs. There were only limited activities taken place, and many of
the offices implementing the reforms were operating at a reduced level. This caused delayed and
affected momentum of project implementation and led to a one yearno cost extension of the project.
Frequent Replacement of Key Government Personnel: During the project implementation, staff
turnover rate in some implementing M&As was high. Many staff left to seek new opportunities and
better wages, while others were replaced or transferred to new positions. Some of these staff were
directly involved with the management and implementation of the reform in their respective
ministries or departments and had undergone some basic PFM training. This affected implementation. Changes in Operational Leadership: Implementation was hampered by three different changes in the
project leadership during the latter part of the project cycle. This contributed to a lack of focus and continuity
of priorities, hampered effective decision making and contributed to delays in project implementation.
Coordination with Implementing Agencies: Delay in providing fund balances affected planning and
spending decisions of components. Adequate adherence to coordination mechanism outlined in Project
Operational Manual will be critical in future project implementations..
Suspension of FreeBalance Inc. by the World Bank: FreeBalance, the Service Provider
of the IFMIS software, was suspended by the World Bank in 2013. This suspension
prevented the government from entering into contracts with FreeBalance for the
provision of services using the project. As the result, the upgrade of the IFMIS from
version 6.5e to version 7.0 and the procurement of additional licenses had to be financed
using government funding. This affected the timely completion of the upgrade and
disrupted the IFMIS operations, as sourcing funding from government to support the
activity was a challenge.
12
Lessons learned related to efficiency
Key issues (max 5, add rows as needed) Lessons learned Target audience
1. Absence of a Harmonized Reporting
Format
Reporting on project implementation
progress was initially constrained due to the
lack of harmonized reporting framework
acceptable to all PFM Development
Partners. Different reporting demands from
individual partners posed serious challenge.
Bank, GoL,
Development
Partners
D Sustainability
Financial sustainability
Ratin
g*
Narrative assessment (indicative max length: 250 words)
3 The Government of Liberia has developed a new fully costed PFM Strategy and Action Plan for 2017-
2021 to deepen and sustain the reform and support new priorities that are consistent with its National
Development Plan. The new strategy contains provisions for strengthening institutional capacity through
sustained training in various PFM Programs, including Planning, budgeting, procurement, Financial
Management, Accounting, Economics, among others.
Institutional sustainability and strengthening of capacities
Ratin
g*
Narrative assessment (indicative max length: 250 words)
3 Same as above
Ownership and sustainability of partnerships
Ratin
g*
Narrative assessment (indicative max length: 250 words)
3 Same as above
Environmental and social sustainability
Ratin
g*
Narrative assessment (indicative max length: 250 words)
N/A
Lessons learned related to sustainability
Key issues (max 5, add rows as needed) Lessons learned Target audience
1. None 1.
III Performance of stakeholders
Bank performance
Ratin
g* Narrative assessment by the Borrower on the Bank’s performance, as well as any other aspects of
the project
(both quantitative and qualitative). See guidance note on issues to cover. (indicative max length: 250
words)
3
Comments to be inserted by the Bank on its own performance (both quantitative and qualitative).
See guidance note on issues to cover. (indicative max length: 250 words)
The Bank through the Liberia Field Office provided support to the implementation of the project. The
Bank’s supervision was considered satisfactory and provided timely and candid guidance to the
Implementing entities on the implementation of the project. The Bank conducted joint supervision missions
with the other development partners which were helpful to the project implementation in helping resolve
some critical issues and providing the needed guidance. Moving forward, it would be useful to have
dedicated Governance and PFM Officer in Liberia to ensure better project implementation of future Bank
projects in the country.
13
Key issues (related to Bank performance, max 5, add
rows as needed) Lessons learned
1. 1.
Borrower performance
Ratin
g* Narrative assessment on the Borrower performance to be inserted by the Bank (both quantitative
and qualitative, depending on available information). See guidance note. (indicative max length: 250
words)
2
Comments to be inserted by the Borrower on its own performance (both quantitative and
qualitative). See guidance note on issues to cover. (indicative max length: 250 words)
There were three changes in the operational leadership of the project during the latter part of the
project. This contributed to a lack of continuity of priorities, hampered effective decision making, and
contributed to delays in project implementation.
Key issues (related to Borrower performance, max 5,
add rows as needed) Lessons learned
1. 1.
Performance of other stakeholders
Ratin
g* Narrative assessment on the performance of other stakeholders, including co-financiers,
contractors and service providers. See guidance note on issues to cover. (indicative max length: 250
words)
3 Close coordination between the World Bank, IMF, EU, and SIDAs during the design and
implementation of the project was critical to avoid duplication of support to PFM.
Key issues (related to
performance of other
stakeholders, max 5, add rows
as needed)
Lessons learned (max 5) Target audience
(for lessons learned)
1. Collaboration among
development partners
1. Partners should be able to identify clearly their areas of
intervention prior to design and implementation of future
programs
Bank and
Development
Partners
IV Summary of key lessons learned and recommendations
Key lessons learned
Key issues (max 5, add rows as needed) Key lessons learned Target audience
Donor collaboration A pooled funding mechanism was used
during the implementation of this project.
The key lesson that emerged from this
project is the need for close coordination on
all aspects of project implementation,
monitoring, and reporting.
Bank, GoL, and
Development
Partners
Key recommendations (with particular emphasis on ensuring sustainability of project benefits)
Key issue (max 10, add rows as needed) Key recommendation Responsible Deadlin
e
1.
14
V Overall PCR rating
Dimensions and criteria Rating*
DIMENSION A: RELEVANCE 3
Relevance of project development objective (II.A.1) 3
Relevance of project design (II.A.2) 3
DIMENSION B: EFFECTIVENESS 3
Development Objective (DO) (II.B.4) 3
DIMENSION C: EFFICIENCY
Timeliness (II.C.1) 3
Resource use efficiency (II.C.2) 3
Cost-benefit analysis (II.C.3)
Implementation Progress (IP) (II.C.4) 3
DIMENSION D: SUSTAINABILITY
Financial sustainability (II.D.1) 3
Institutional sustainability and strengthening of capacities (II.D.2) 3
Ownership and sustainability of partnerships (II.D.3) 3
Environmental and social sustainability (II.D.4)
AVERAGE OF THE DIMENSION RATINGS 3
OVERALL PROJECT COMPLETION RATING 3
15
VI Acronyms and abbreviations
Acronym Full name
ADF African Development Fund
AfDB African Development Bank
CAG Comptroller and Accountant General
CSP Country Strategy Paper
EU European Union
GAC General Auditing Commission
GoL Government of Liberia
IAA Internal Audit Agency
IFMIS Integrated Financial Management Information System
IMF International Monetary Fund
IPFMRP Integrated Public Financial Management Reform Project
ISP Institutional Support Project
LBO Legislative Budget Office
LRA Liberia Revenue Authority
MDAs Ministries, Departments and Agencies
MFDP Ministry of Finance and Development Planning
MTEF Medium Term Expenditure Framework
PEFA Public Expenditure and Financial Accountability
PFM Public Financial Management
PFM RS&AP Public Financial Management Reform Strategy and Action Plan
RCU Reform Coordination Unit
SIDA Swedish International Development Agency
SIGTAS Single Integrated Tax Administration System
UNDP United Nations Development Program
USAID United States Agency for International Development
WB World Bank