Skip to Main Navigation

Liberia - Integrated Public Financial Management Reform Project (Inglês)

Ratings of Integrated Public Financial Management Reform Project for Liberia were as follows: outcome was moderately unsatisfactory, Bank performance was unsatisfactory, and monitoring and evaluation (M&E) quality was modest. Some of the lessons learned included: (i) Complex project design should be avoided especially in low capacity environments, and development partners and Government efforts should be carefully sequenced and aligned; (ii) Project management should be a responsibility of a senior government official who can resolve issues at political level; (iii) Teams should avoid using composite indicators like Public Expenditure and Financial Accountability Assessment (PEFA) that are not designed and managed for project-level M&E purposes; (iv) M&E should be a management tool for any project, not a compliance exercise; and (v) Monitoring of project management expenditures and contingency planning to address implementation capacity gaps are required to ensure project management expenses do not crowd out project expenditures.

Detalhes

  • Data do documento

    2017/12/18

  • TIpo de documento

    Conclusão da Implementação e Relatórios sobre Resultados

  • No. do relatório

    ICR4277

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Libéria,

  • Região

    África,

  • Data de divulgação

    2017/12/27

  • Disclosure Status

    Disclosed

  • Nome do documento

    Liberia - Integrated Public Financial Management Reform Project

  • Palavras-chave

    Integrated Financial Management Information System;Association of Certified Chartered Accountants;heavily indebted poor country;financial management and control;fiscal policy management;accounting and reporting;financial control;theory of change;civil society engagement;human resource capacity;enrollment by gender;internal audit staff;improvements in efficiency;private sector financing;senior government official;budget coverage;working age people;public sector agency;national poverty line;delay in progress;business process reengineering;corporate profit tax;international trade tax;government decision making;total tax revenue;central government entity;strengthening budget execution;implementation of reform;quality of information;Quality Enhancement Review;tax administration system;improved service delivery;Bureau of Budget;world health organization;financial management specialist;lack of staff;Public Financial Management;competitive procurement method;availability of data;internal training;financial statement;results framework;revenue administration;development partner;fiscal planning;payroll control;result indicator;change management;legislative scrutiny;Budget Management;internal control;legal framework;enhancing transparency;public finance;budget credibility;financial reporting;liberian dollar;Fiscal policies;medium-term budget;expenditure policy;budget information;performance contract;procurement reform;working condition;program coordination;reform effort;female student;early success;citizen engagement;positive feedback;taxpayer registration;economic revitalization;replacement system;donor activities;fiscal report;cost-benefit analysis;standard economic;financial analysis;reform process;monthly expenditure;gender budget;equal access;academic support;social accountability;procurement program;capacity constraint;state budget;improving performance;anecdotal evidence;oversight function;financial standing;financial result;gender mainstreaming;fragile states;political commitment;regular meetings;fiscal data;donor support;committee meeting;infrastructure needs;government effectiveness;improved regulation;budget allocation;system requirement;budget operations;cash management;legislative review;public hearing;fraudulent practice;payment term;Vendor Registration;components lag;staff turnover;knowledge exchange;internal revenue;procurement procedure;ineligible expenditures;financial exchange;severe epidemic;budget submission;budget appropriation;international community;fiscal risk;unintended outcomes;positive outcome;Legislative Oversight;internal audits;work force;guaranteed wage;revenue authority;domestic revenue;job security;fiscal situation;financial standard;fiscal operation;legal basis;energy infrastructure;Fragile Countries;difficult environment;project financing;tax policy;Fiscal Sustainability;financing arrangement;budget framework;Exchange Rates;transaction process;audit commission;administrative capacity;government operation;project finance;intermediate indicator;contingency planning;qualitative assessment;expenditure estimates;budget reform;multiyear perspective;fund expenditure;extreme poverty;fund activity;enhanced transparency;aid effectiveness;sectoral allocation;improve revenue;audit scope;governance reform;fiscal reporting;resource mobilization;outcome indicator;investment loan;political level;composite indicator;Civil War;financial quality;Country Systems;donor funding;macroeconomic forecast;vehicle purchase;commercial bank;data management;record management;internal auditor;career management;approved budget;procurement function;procurement system;cash rationing;online procurement;payment process;graduate diploma;efficiency gain;

Downloads

COMPLETAR RELATÓRIO

Versão oficial do documento (pode conter assinaturas, etc.)

  • PDF oficial
  • TXT*
  • Total Downloads** :
  • Download Stats
  • *A versão do texto é um OCR incorreto e está incluído unicamente em benefício de usuários com conectividade lenta.