However, the implementation experience in Liberia shows that this is easier said than done. Results frameworks exhibit shortcomings in several respects. In some cases, such as forest management, there is an insufficient link between the goal—better livelihoods for rural inhabitants—and the associated indicator, the tonnage of timber production. In the CAS results framework, many of the results targeted were over-ambitious. For example, the rollout of the management information system under the Integrated Financial Management Information System project was projected to be faster than elsewhere in Africa. Regarding civil service reform, the schedule for a biometric registry did not anticipate the logistical difficulties of including civil servants located outside the capital. Rigorous monitoring of results—and the activities that are intended to generate them—also received insufficient attention. Implementation of most projects outside of budget support operations has been behind schedule, and has had closing dates extended. During the eight years under review, only one country portfolio performance review was conducted, when annual reviews should be the norm.5 Implementation Status and Results reports are prepared by task teams with reasonable regularity, but they often require greater candor. Most task managers are concerned that ratings below moderately satisfactory (MS) could stigmatize the project and give rise to negative perceptions concerning their own performance. Yet without regular tracking of progress and due recognition of problems when they arise, it is difficult to ensure prompt corrective action (see box 7.1). A third tenet involves developing adequate capacity for public procurement. Although the Bank’s strategies on Liberia have highlighted the importance of procurement-related capacity building, little guidance for staff is available. Actual support for the national system has been surprisingly modest. Comprehensive procurement reforms and capacity development have not been consistently pursued, with support being given on a project-specific basis. In addition, there has not been a system-wide vision or integration of similar support across the public sector. There were also no procurement specialists assigned to the country office until early 2011. As a result, procurement practice and capacity development vary considerably across different areas of Bank engagement, with significant delays in results in some areas, especially with respect to infrastructure projects. The overall management of public procurement in Liberia rests with the newlyestablished Public Procurement and Concessions Commission (PPCC). The PPCC is in need of support to help develop its capacity. Even though procurementrelated delays appear to be lower than elsewhere in Africa, it is due largely to the service of temporary consultants, rather than regular staff. In addition to procurement, the lack of contract management is very acute and needs to be enforced as much as possible. Procurement is only one aspect of proper contract management. It should be considered in light of demand and possibilities of the market to deliver. The need for capacity development extends also to the domestic contractor industry, which can also benefit from appropriate procurement arrangements. Whereas
Strengthening Program Implementation
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