This pillar showed shortcomings in three areas. First, it did not prioritize public procurement issues to the extent needed to meet the milestones. In addition, vesting control over procurement in multiple project management units was not effective. Although desirable in the long run, decentralizing the procurement function carries considerable risk. Second, the Bank did not provide support for in-service training at the Liberian Institute for Public Administration until 2010. Third, after some initial support, the Bank withdrew its support for judicial reform. In some of these cases, there were differences in views between Bank staff and key members of these agencies.
Pillar Two: Rehabilitating Infrastructure World Bank Group Objectives. During the immediate post-conflict period, this pillar focused on the restoration of critical infrastructure. In December 2003, following the peace agreement, the United Nations Development Programme (UNDP) and the Bank undertook a joint needs assessment, which led to the development of a Results-Focused Transitional Framework. Following this framework, specific objectives under this pillar focused on emergency repairs to restore critical transport routes, assist returning refugees and create temporary jobs. The World Bank Group also sought to enable functionality of key public services through improvements to water supply and electricity distribution as well as to sewerage systems, solid waste disposal, and city street rehabilitation. In addition, the international airport and the seaport were to be made secure and functional. In rural areas, priorities were on restoring access to hubs and corridors serving larger towns. Outcomes. The achievements have been considerable. There have been significant improvements in transport, including the rehabilitation of major roads, privatization of port operations, upgrading of the airport and improvement of access roads. Waste management in Monrovia is working well. The power supply is restored and reaching more people. Despite considerable progress, there is scope for efficiency improvements, even within this difficult environment. A clear symptom can be seen in the widespread delays in infrastructure implementation. World Bank Group Contribution. Initially, a grant of $30 million was approved in June 2004 for emergency repairs. The International Development Association (IDA) later approved six grant-financed infrastructure projects under special rapid response procedures to restore functionality to a broader range of infrastructure services. Since the debt relief, IDA has approved two more credits covering road asset management and telecommunications. These interventions addressed the country’s needs as articulated in the CAS and the government’s Poverty Reduction Strategy (PRS). They helped restore critical transport functionality and essential urban services. In the power sector, the IFC made a major contribution through its support for the Liberian Electricity Corporation, which led to a management contract with Manitoba Hydro International.
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Liberia Country Program Evaluation: 2004–2011