2011年-世界发展银行全球_Liberia___World_Bank_Country-Level_Engagement_on_Governance_and_Anticorruption_58页_1mb

Summary of IEG Evaluation on World Bank Engagement in Governance and Anticorruption in Liberia

Core Content

The Independent Evaluation Group (IEG) conducted an evaluation of the World Bank's Country-Level Engagement on Governance and Anticorruption (GAC) in Liberia from FY2004 to FY2010. The evaluation aimed to assess the relevance and effectiveness of the Bank's support for GAC efforts, the impact of the 2007 GAC Strategy, and to identify lessons learned.

Main Findings

Country-Level Engagement

• Relevance: The Bank's engagement with GAC issues at the country level was considered substantial.
• Effectiveness: The effectiveness was rated as moderate.
• Key Issues: The lack of a comprehensive, medium-term GAC strategy has limited the Bank's overall effectiveness. The Bank has not developed a coherent approach to GAC across its country portfolio, despite the 2007 GAC Strategy's emphasis on this.

Sector-Level Engagement

• Relevance: The Bank's engagement at the sector level was also substantial.
• Effectiveness: The effectiveness was moderate.
• Key Sectors: The Bank has made progress in core public sector reform, particularly in public financial management (PFM) and civil service reform. However, other areas such as decentralization and basic service delivery have not received the same level of attention.

Project-Level Engagement

• Relevance and Effectiveness: Engagement with GAC through projects was rated as moderately relevant and moderately effective.
• Achievements: Clear achievements were noted in community-based initiatives, core public sector reform, and support to accountability institutions.
• Diminished Selectivity: By 2011, the Bank's selectivity in GAC-focused projects had significantly decreased, with only 5 of 13 projects approved since 2007 targeting key GAC entry points.

Implementation of the 2007 GAC Strategy

• Relevance: The implementation of the 2007 GAC Strategy was moderately relevant.
• Effectiveness: It was found to be less than moderately effective.
• Key Constraints: Despite Liberia being designated as a CGAC and Window 1 country, little progress was made in the Bank's overall GAC strategy since the 2005 Country Reengagement Note. The absence of a coherent GAC strategy continues to hinder effectiveness.

Key Points from the Evaluation

• Country Context: Liberia emerged from over a decade of conflict with a severe debt overhang, collapsed public services, and a weak institutional framework.
• Economic Impact: The economy had contracted significantly, with per capita GDP declining from $890 (1980) to $190 (2007). By 2010, the debt was resolved, and the economy began to grow steadily.
• Government Reforms: A democratically elected government took office in 2005, focusing on four pillars: peace and security, economic revitalization, governance and rule of law, and infrastructure and basic services.
• Civil Service Challenges: The civil service was plagued by patronage, "ghost" workers, and weak internal controls. The Bank and other partners had to establish parallel mechanisms to manage external aid flows.
• GAC Entry Points: The evaluation looked at core public sector reform, demand for good governance, the road sector, and the investment climate.
• Internal Reforms: The Bank implemented several internal reforms, including the Volcker Panel recommendations, a new WBI strategy, and an updated disclosure policy.
• Resourcing: Significant budgetary and donor resources were allocated to support GAC implementation, including $54 million in Bank budget and $61 million in donor funds through the GPF.

Lessons Learned

• Need for a Coherent Strategy: The absence of a comprehensive, medium-term GAC strategy has limited the Bank's effectiveness.
• Cross-Sectoral Approach: The Bank's focus on sectoral support has not encouraged cross-sectoral approaches to GAC, which are essential for systemic reform.
• Staff Engagement: The Bank's GAC Strategy has had a positive impact on staff attitudes, but the implementation of GAC elements in operational work remains inconsistent.
• Use of Country Systems: The Bank has not consistently used country systems, which could have improved the effectiveness of its GAC efforts.
• Accountability and Transparency: The establishment of accountability institutions and the use of tools like the Country Financial Accountability Assessment (CFAA) have been important steps, but more needs to be done to ensure their effectiveness.

Key Tables

Conclusion

The evaluation highlights the importance of a coherent, long-term GAC strategy and the need for the World Bank to adopt a more cross-sectoral approach to governance and anticorruption efforts in Liberia. While some progress has been made, particularly in core public sector reform and accountability institutions, the overall effectiveness of the Bank's engagement has been limited by the lack of a comprehensive strategy and consistent use of country systems.