Mid-Term Review Liberia Decentralization Support Programme

Report Cover Image
Evaluation Plan:
2013-2019, Liberia
Evaluation Type:
Mid Term Project
Planned End Date:
01/2017
Completion Date:
11/2016
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
50,000

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Title Mid-Term Review Liberia Decentralization Support Programme
Atlas Project Number: 00074387
Evaluation Plan: 2013-2019, Liberia
Evaluation Type: Mid Term Project
Status: Completed
Completion Date: 11/2016
Planned End Date: 01/2017
Management Response: Yes
Focus Area:
  • 1. Democratic Governance
  • 2. Others
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
  • 1. Output 2.1. Parliaments, constitution making bodies and electoral institutions enabled to perform core functions for improved accountability, participation and representation, including for peaceful transitions
Evaluation Budget(US $): 50,000
Source of Funding: Government of Sweden
Evaluation Expenditure(US $): 27,072
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
Hindowah Momo Consultant hindowam@yahoo.com
Angelance Browne Consultant angelance_browne@yahoo.com
GEF Evaluation: No
Key Stakeholders: Ministry of Internal Affairs, Governance Commission, UNDP
Countries: LIBERIA
Lessons
Findings
Recommendations
1

Allocate adequate funding to off-set operational costs of the CSC through direct line budgetary allocation to illustrate the GoL commitment to the overall process.

2

Ensure political leadership are put in place at the various components of the reform, especially those that could be implemented based on the current regulatory and legal framework.

3

Engage in early planning process for elections at local level as per the constitution

4

Establish and ensure effective and efficient functioning of the County Treasuries

5

Ensure integration of decentralization perspective in all the MACs policies, strategies and programmes, and reinforce coordination between the MACs.

6

Support civil society at the local level to build their capacity, possibly via local CSOs networks. This should include understanding, analysis and reporting on local governance, accountability, transparency and anti-corruption.

7

Mainstream local governance into all its programmatic areas effectively by including decentralization and other cross-cutting issues such as, gender, human rights, etc, in the different programmes

8

Ensure that the INHRC “Blue Print” a document that factors HR into decentralization is embedded or injected into decentralization agenda for Liberia.

9

Consider an exit strategy in any future programme design and implementation, otherwise projects risk will become an end in themselves; An exit strategy should be embedded into the LDSP Prodoc implying that the created structures are financially sustainable and capable of producing resources for programme implementation.

10

Improve procurement process at UNDP to reduce delays experienced during programme implementation, and support longer term planning.

11

Revise the envisaged reforms to ensure that they can be progressively implemented based on estimated costs and financial commitment of the GoL taking into account the Liberian context while ensuring that the most remote and conflict prone areas get specific attention.

12

Ensure that services are deconcentrated in the most remote counties of Liberia.

13

Strengthen the outreach on CSC services and decentralization in the various communities, paying specific attention to vulnerable groups, to increase sensitization, awareness on the services provided and encourage people to take ownership.

 

14

Support a participatory planning process for the development and implementation of CDA, Country Treasury and Local Government Reform.

15

Strengthen accountability mechanisms at the local level, via transparency over the revenues, expenses, and budgetary allocations. In that respect, the role of the legislative bodies in the funding allocation should be revised to ensure separation of power.

16

Ensure capacity development at all levels and conduct a comprehensive series of capacity assessment exercises to determine the overall capacity shortfalls nationwide.

17

Design and implement a plan for the reform of local government, including human resources reform and retirement plans that will develop synergy with the Public Sector Modernization and possibly USAID GEMS programme.

18

Ensure the design and implementation of an action plan for the Local Government Act, including analysis of the related risks.

19

Ensure the inclusion of other Ministries that will play vital roles at the local level, such as the Ministry of Land, Mines & Energy, etc concerning the transfer of competences from the central to the county level.

20

Ensure synergies are developed with the Land Reform Commission.

21

At the local level, strengthen the integration of youth and women, including those of rural areas, in awareness raising, consultation, and workshops.

22

Ensure a participatory approach to M&E, strengthen the establishment and use of the Monitoring and Evaluation systems so that the different stakeholders throughout the chain are familiar with the performance indicators and report on them.

23

Ensure monitoring at the outcome level, including assessments of CSC on the added value and effects of new services and the evolution of statistics for services that already existed prior to implementation of deconcentration.

1. Recommendation:

Allocate adequate funding to off-set operational costs of the CSC through direct line budgetary allocation to illustrate the GoL commitment to the overall process.

Management Response: [Added: 2017/08/28]

GOL allocated some $200k in the FY2016-17 and $500k in the FY2017/18 to cover recurrent costs for the CSCs; there has not been proper guidance and accountability framework for the use of these funds

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Better coordination between Ministry of Internal Affairs (MIA) and Ministry of Finance and Development Planning (MoFDP) in the allocation of funds to County Service Centers (CSCs); b) National Decentralization Implementation Secretariat (NDIS) to follow-up and report to the technical committee and the project board.
[Added: 2017/08/29] [Last Updated: 2018/09/24]
Ministry of Internal Affairs (MIA) National Decentralization Implementation Secretariat (NDIS) 2017/09 Completed The Government o f Liberia (GOL) allocated $200,000 in FY 2016-2017 for recurrent costs as part of its commitment to the programme. History
2. Recommendation:

Ensure political leadership are put in place at the various components of the reform, especially those that could be implemented based on the current regulatory and legal framework.

Management Response: [Added: 2017/08/28]

This is beyond the capacity of UNDP and as any partner, UNDP counts on the political will to drive reforms. The delayed passage of enabling legislation for critical structural reforms such as decentralization, land, etc is a key concern and contionues to raise questions on the extent of political will.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Continue to advocate for political will and leadership in advancing the reforms, using the project board and other partner platforms, including the Special Representative of the Secretary General (SRSG’s) good offices. b) Provide technical and operational support in addressing contentious issues impeding the passage of legislation.
[Added: 2017/08/29] [Last Updated: 2018/09/24]
Nat'l Decentralization Implementation Secretariat (NDIS) Governance & Public Institution (GPI) Unit, UNDP 2017/12 Completed Both the Local Governance Act (LGA) and the Land Rights Act (LRA) have recently been passed into law by parliament. History
3. Recommendation:

Engage in early planning process for elections at local level as per the constitution

Management Response: [Added: 2017/08/28]

Local elections are not yet on the agenda and this is pending the review of the constitution which itself got stalled in 2016

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) continue to advocate for the review of the Liberia constitution; b) support local CSOs in intensifying advocacy and community sensitization on the passage of the Referendum Bill.
[Added: 2017/08/29] [Last Updated: 2019/03/18]
UNDP Governance and Public Institutions Unit (GPI) working through and with partners in Government of Liberia (GOL) and Civil Society Organizations (CSOs). 2018/12 No Longer Applicable [Justification: This tasks as been turned over to the constitution review project.]
History
4. Recommendation:

Establish and ensure effective and efficient functioning of the County Treasuries

Management Response: [Added: 2017/08/28]

The establishment of County Treasuries is not a result under LDSP even if it is related and that four of them already exist in G. Bassa, Margibi, Nimba and Bong counties. The treasuries are responsible for treasure functions at the county level and funded through the IPFM

Key Actions:

Key Action Responsible DueDate Status Comments Documents
NA
[Added: 2017/08/30]
NA 2017/12 No Longer Applicable [Justification: The establishment of County Treasuries is not a result under LDSP ]
Not Applicable.
5. Recommendation:

Ensure integration of decentralization perspective in all the MACs policies, strategies and programmes, and reinforce coordination between the MACs.

Management Response: [Added: 2017/08/28]

This is work in progress and a good starting point is the participation of MACs in the technical committee of the LDSP where integration and alignment are discussed. A number of them are already participants in the deconcentration agenda through the establishment of the CSCa

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Continue involving MACs in the dialogue on decentralization especialy through the technical committee. b) Advocate for the revival of the Inter-ministerial committee on decentralization that remains inactive.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
National Decentralization Implementation Secretariat (NDIS) UNDP Governance and Public Institutions Unit (GPI). 2017/12 No Longer Applicable [Justification: Status remains the same. Inter-ministerial committee on decentralization did not meet and the project is in its final stages of implementation.]
Revival of the inter-ministerial committee on decentralization has not been achieved and which has hampered inter-ministerial dialogue. History
6. Recommendation:

Support civil society at the local level to build their capacity, possibly via local CSOs networks. This should include understanding, analysis and reporting on local governance, accountability, transparency and anti-corruption.

Management Response: [Added: 2017/08/28]

This is being intensified through the programme through various approaches and partnerships with CSOs to enhance voice and participation as well as accountability in the usef of public resources

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) The enlistment by GC of CSOs through a “Call for Proposals” to advance dialogue with citizens on issues relating to the functioning of CSCs including citizens engagement, ownership and sustainability, accessibility, amongst others; b) CSOs are also involved through town hall meetings to discuss decentralization besides their watchdog role as well as advocacy for the passage of the LGA.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
Nat'l Decentralization Implementation Secretariat (NDIS). UNDP through Governance and Public Institutions (GPI). 2017/12 Completed This component also speaks to UNDP’s efforts to enhance voice and participation and ensure nobody is left behind. 11 CSOs conducted awareness raising as well as citizens engagement on the county service centers. History
7. Recommendation:

Mainstream local governance into all its programmatic areas effectively by including decentralization and other cross-cutting issues such as, gender, human rights, etc, in the different programmes

Management Response: [Added: 2017/08/28]

Management Response:

This is being advanced through a number of measures and interventions as outlined below

a.. The LDSP   has now recruited a Gender Specialist who will work closely with the UN Women  supported Gender Advisor  and the MIA Gender Focal person as well as GC and MOGSP.

b. The implementation realized of a key gender focused activity of the program with targets and indicators specifically relating to women and other traditionally marginalized groups.

 

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. The LDSP has now recruited a Gender Specialist who will work closely with the UN Women supported Gender Advisor and the MIA Gender Focal person as well as GC and MOGSP. b. The implementation realized of a key gender focused activity of the program with targets and indicators specifically relating to women and other traditionally marginalized groups.
[Added: 2017/08/30]
Nat'l Decentralization Implementation Secretariat. 2017/03 Completed
Principles of participatory budgeting have been introduced on how to integrate gender analysis in budget setting in the context of decentralizations reforms in Liberia.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
Nat'l Decentralization Implementation Secretariat (NDIS) 2017/12 Completed With support from UN WOMEN. A Gender Specialist was deployed to the NDIS and each MAC has a gender desk. History
Liberia Anti-corruption Commission (LACC) has also been active in introducing Anti-corruption measures (systems and enforcement mechanisms) established and functional at county, city, district and community levels.
[Added: 2017/08/30]
NDIS 2017/05 Completed Partnerships with LACC.
8. Recommendation:

Ensure that the INHRC “Blue Print” a document that factors HR into decentralization is embedded or injected into decentralization agenda for Liberia.

Management Response: [Added: 2017/08/28]

Not realized and will be framed as a priority activity in the next phase of the programme

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Not applicable.
[Added: 2017/08/30]
NA 2017/12 No Longer Applicable [Justification: Not realized and will be framed as a priority activity in the next phase of the programme]
Not applicable.
9. Recommendation:

Consider an exit strategy in any future programme design and implementation, otherwise projects risk will become an end in themselves; An exit strategy should be embedded into the LDSP Prodoc implying that the created structures are financially sustainable and capable of producing resources for programme implementation.

Management Response: [Added: 2017/08/28]

This is a key aspect of the LDSP linked to the sustainability of the reforms that has remained a subject of discussion at project technical committees as well as the board

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) With reference to the CSCs, an institutionalised arrangement must be in place whereby each MAC providing services through these Centers contribute an equitable share to their operational costs. b) for CSCs to be sustained, there needs to be some institutionalised arrangement in which each MAC contributes financially to the operational cost of each CSC under clear procedures for allocation and accountability of funds. Practically, this needs to be done through appropriate budgetary allocations by the respective MACs otherwise sustainability would be an almost insurmountable challenge.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
NDIS UNDP 2017/12 No Longer Applicable [Justification: The last budgetary year for the Government within the lifespan of the project has passed without the MACs allocating operations cost embedded or having an institutional arrangement of such manner which will aid in the sustainability process of the programme. This action plan is no longer achievable at this time.]
GOL budgtetary allotment to meet the operational/recurrent costs of the CSCs has also been under discussion and so far no clear mechanism and accountability framework has been developed; this also relates to ownership and commitment from all concerned: GoL, the County Administration and Donors History
10. Recommendation:

Improve procurement process at UNDP to reduce delays experienced during programme implementation, and support longer term planning.

Management Response: [Added: 2017/08/28]

UNDP has vastly improved its procedures including the processing time for requests from MIA that are submitted in time and complete in terms of needed supporting documentation –which is often not the case.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) A dedicated staff was recruited who liaises directly with both MIA and GC in ensuring timely processing; b) use of a live matrix to shows progress of processing and highlighting any issue. c) further training of NDIS staff on UNDP processes and procedures.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
UNDP/GPI 2017/12 Completed UNDP has also increased the number of procurement staff to facilitate and speed up the time turnover process of goods and services. History
11. Recommendation:

Revise the envisaged reforms to ensure that they can be progressively implemented based on estimated costs and financial commitment of the GoL taking into account the Liberian context while ensuring that the most remote and conflict prone areas get specific attention.

Management Response: [Added: 2017/08/29]

The LDSP has been the mechanism through which the decentralization process has been executed with the NDIS spearheading its implementation but this 5-year Program comes to an end in December 2017. This has included the roll-out of the CSCs with some of them being opened up in remote SE counties (G.Gedeh, Sinoe, Maryland); this is helping to strengthen cohesion and give a sense of equity in service delivery;

However, LDSP just like other structural reforms has suffered from a slow pace of implementation including non-passage of enabling legislation; it is now a good time to take stock and review progress, and address critical issues such as ownership and sustainability

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a. Holding of a retreat to review progress and lessons learnt and priority focus going forward b. Support to the advocacy for the passage of the LGA and wider efforts to ensure smooth transition including protecting the gains made such as the CSCs, etc. c) new and recast programme by Dec 2017 along with a 2018 AWP
[Added: 2017/08/30] [Last Updated: 2019/03/18]
NDIS/UNDP and all other partners. 2018/12 Completed (a). A stocktaking and lessons learnt exercise was conducted in Kakata, Margibi County in November 2018 to inform stakeholders in preparing to plan for the future of the decentralization programme. A total of about thirty-one (31) middle and upper level technicians and policy-level functionaries representing the sector ministries and agencies participated. (b). In September 2018, the Local Government Act was officially signed into law by H.E. Dr. George M. Weah after 3 years of advocacy and legislative scrutiny. It provides an enabling legal environment for effective and efficient implementation of decentralization and the devolution of certain political, administrative and fiscal powers and institutions from the central government to local governments. (c.) A revised programme document was completed in 2017 and 2018 AWP completed and signed. History
12. Recommendation:

Ensure that services are deconcentrated in the most remote counties of Liberia.

Management Response: [Added: 2017/08/29]

This has been realized and is helping to strengthen cohesion and give a sense of equity in service delivery.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) opening of 3 County Service Centres in the S.E (Maryland, Sinoe, Grand Gedeh) in August 2017 b) Anticipated opening of the remaining ones in River G, River Cess and Grand Kru in September/October 2017
[Added: 2017/08/30] [Last Updated: 2018/09/27]
NDIS 2017/12 Completed All 15 CSCs have been opened in the 15 counties. http://www.lr.undp.org/content/liberia/en/home/presscenter/articles/2017/12/20/last-service-center-officially-dedicated-in-montserrado-county.html History
13. Recommendation:

Strengthen the outreach on CSC services and decentralization in the various communities, paying specific attention to vulnerable groups, to increase sensitization, awareness on the services provided and encourage people to take ownership.

 

Management Response: [Added: 2017/08/29]

This has been accomplished through partnerships with CSOs who have designed and undertaken a wide range of advocacy, community sensitization on the role of CSCs and how people can access the services effectively and efficiently.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Establishment of Civil Society Platform on Decentralization and Local Governance with 10 members and their active participatioin in activities such as Town Hall meetings and Radio Programs. b) Partnership with CSOs in policy dialogues organized by GC to discuss issues related to the established CSCs in Nimba, Margibi, and Bassa. Such issues included citizens engagement, ownership and sustainability, accessibility, amongst others.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
NDIS 2017/12 Completed The platform is established and all its advocacy work has resulted into the passing of the Local Governance Act. See attached previously. History
14. Recommendation:

Support a participatory planning process for the development and implementation of CDA, Country Treasury and Local Government Reform.

Management Response: [Added: 2017/08/29]

This was a key 2016 work plan activity that is continuing in 2017 focusing on participatory planning, budgeting and managing of development funds as well as revenue collection strengthened with focus on marginalized groups.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Establishment of Civil Society Platform on Decentralization and Local Governance with 10 members and their active participatioin in activities such as Town Hall meetings and Radio Programs b) Partnership with CSOs in policy dialogues organized by GC to discuss issues related to the established CSCs in Nimba, Margibi, and Bassa. Such issues included citizens engagement, ownership and sustainability, accessibility, amongst others.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
NDIS 2017/12 Completed The platform is established and all its advocacy work has resulted into the passing of the Local Governance Act. See attached previously. History
a) In 2016, a total of seventy two (72) female participants including women-led civil society organizations and community leaders from 5 counties, (Bomi, Cape Mount, Montserrado, Grand Bassa and Margibi) (12 per county), participated in the Capacity building training. The training focused on enhancing women’s representation and participation in local governance with special emphasis on gender responsive budgeting. b. From October 14-28, 2016, three-day dialogue sessions were held by the MIA Department of Research and Planning in twelve counties Gbarpolu, Bomi, Grand Cape Mount, Montserrado, Margibi, Maryland, River Gee, Grand Bassa, Grand Gedeh, Nimba, Bong, and River Cess. Three counties are yet to be covered and these are: Grand Kru, Lofa, and Sinoe. The dialogue was the first phase designed to contribute towards the development of county development agendas (CDA) for each county. This phase looked at creating opportunities for dialogue between the Legislative Caucus and the county administration to discuss and resolve any possible challenges to implementation of the County Development Fund and Social Development funds.
[Added: 2017/08/30] [Last Updated: 2018/09/27]
NDIS 2017/12 Completed Training was conducted for various groups on the CDA processes. However, the document was not developed. History
15. Recommendation:

Strengthen accountability mechanisms at the local level, via transparency over the revenues, expenses, and budgetary allocations. In that respect, the role of the legislative bodies in the funding allocation should be revised to ensure separation of power.

Management Response: [Added: 2017/08/29]

Some effort was made in improving accountability in revenue managment.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) A revenue assessment was conducted by the GC. The main objective of this activity was to conduct nation-wide interviews with local officials and business leaders to determine potential sources of revenue for local administrations across the country. This study determined both the revenue and local economic potentials of each county in Liberia. It was conducted particularly in the capital cities of all the fifteen counties in the country.
[Added: 2017/08/30]
NDIS, Governance Commission 2016/10 Completed The study confirmed that citizens in most counties, with the exception of Maryland, Montserrado and Sinoe Counties, expressed positive views on paying more taxes without coercion. All citizens demand, however, that tax payment must be directly linked to revenue sharing based proportionally on revenue performance within their respective counties
16. Recommendation:

Ensure capacity development at all levels and conduct a comprehensive series of capacity assessment exercises to determine the overall capacity shortfalls nationwide.

Management Response: [Added: 2017/08/29]

Support to the LDSP has included the design of a capacity development and training strategy which has been updated and provides Institutional and human capacity of MIA  (central and county) built to co-ordinate and lead the implementation of Decentralization nationally.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) The Liberia Institute of Public Administration (LIPA) has updated capacity building manuals and the manuals aligning them to decentralization reforms, with a focus on accounting and Financial Management Manual for Local Government; Public Procurement and Concessions Regulations; Introduction to Basic Computer Operations Ministry of internal affairs Staff Training Manual for MS Excel 2007; and Budgeting Manual for Local Government 2010. b) A comprehensive analysis of the MIA staff profile was conducted by a consultant and analysis of the study brought to the fore significant data and information which can inform and support the development of the Capacity Development and Training Strategy.
[Added: 2017/08/31]
NDIS 2017/07 Completed Efforts to develop a pool of Master Trainers in MIA not quite successful as the quality of applicants was judged poor. Out of a possible 45 applicants at the central level, only 15 met the necessary standards after the vetting process.
17. Recommendation:

Design and implement a plan for the reform of local government, including human resources reform and retirement plans that will develop synergy with the Public Sector Modernization and possibly USAID GEMS programme.

Management Response: [Added: 2017/08/29]

This has been initiated under the LDSP.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) A comprehensive analysis of the MIA staff profile was conducted and analysis of the study brought to the fore significant data and information which can inform and support the development of the Capacity Development and Training Strategy; b) All job descriptions of MIA staff were aligned with the decentralization policy by December 2016 with 200 job descriptions completed and aligned by MIA at central administration; c) Immediate priority is for MIA to verify job descriptions at the county levels and work closely with GC to align with the LGA.
[Added: 2017/08/31]
NDIS/UNDP 2017/12 Completed For example, 56% of MIA staff is 50 – 64 years old. 16.2% are 65 year old and above. Staff members have a low overall educational attainment. Two-thirds (66.4%) of the staff members have either no formal education. (23.2%), did not complete grade school. Less than five percent acquired at least an associate degree. 16.5% of staff members are not on payroll, and 9.7% are displayed as replacees (whose status has not been regularized). Regarding gender, 85.7% of MIA employees are men.
18. Recommendation:

Ensure the design and implementation of an action plan for the Local Government Act, including analysis of the related risks.

Management Response: [Added: 2017/08/29]

Local government Act not enacted despite efforts led by the GC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) Significant efforts have been made to strengthen advocacy and build alliances with various stakeholders for the passage of the Local Government Act, led principally by the GC but to no avail. This has included people with disability, women, traditional leaders, youth, etc.
[Added: 2017/08/31] [Last Updated: 2018/09/27]
NDIS 2017/12 Completed As of August 2017, last ditch efforts are underway though the GC to have the LGA Bill passed, but to no avail. As at September 2018, the Bill is now a law. History
19. Recommendation:

Ensure the inclusion of other Ministries that will play vital roles at the local level, such as the Ministry of Land, Mines & Energy, etc concerning the transfer of competences from the central to the county level.

Management Response: [Added: 2017/08/29]

Not achieved.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Not achieved.
[Added: 2017/08/31] [Last Updated: 2019/03/18]
NDIS 2017/12 No Longer Applicable [Justification: This was not achieved.]
History
20. Recommendation:

Ensure synergies are developed with the Land Reform Commission.

Management Response: [Added: 2017/08/29]

Synergy and complementarities between the Land Reform and decentralization are very clear and they both represent structural reforms that have suffered from a slow pace of implementation including non passage of critical enabling legislation, the Local Government Act and the Land Rights Act for which advocacy has been intensified in 2017.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) GC led Advocacy for the Local Government Act and the Land Rights Act, including the use of SRSG’s good offices. b) UNDP’s provision of technical support to both the GC as well as the relevant Committees at the Legislature, including deploying the Laweyers working group to help in review of the acts.
[Added: 2017/08/31] [Last Updated: 2018/09/27]
Governance Commission UNDP 2017/12 Completed Last ditch efforts underway including intensive use of SRSG’s good offices before the August break which also links to the elections. The Bill is now Law History
21. Recommendation:

At the local level, strengthen the integration of youth and women, including those of rural areas, in awareness raising, consultation, and workshops.

Management Response: [Added: 2017/08/29]

This has been fully achieved.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) the LDSP programme has seen the implementation of a wide-ranging cross-cutting activities with a focus on gender, youth people with disability including identification of targets and indicators specifically relating to these often marginalized groups.
[Added: 2017/08/31] [Last Updated: 2018/08/13]
NDIS and partners. 2017/12 Completed There is increasing appreciation of mainstreaming gender in decentralization reforms and local governance. History
22. Recommendation:

Ensure a participatory approach to M&E, strengthen the establishment and use of the Monitoring and Evaluation systems so that the different stakeholders throughout the chain are familiar with the performance indicators and report on them.

Management Response: [Added: 2017/08/29]

This has been advanced in line with one of the key outputs of the programme, namely “Capacity for concurrent monitoring and evaluation of decentralization implementation developed at MIA and the county government level”.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) M&E Officers from participating MACs, County Planners, and CSC Coordinators were trained to monitor decentralization. b) As lead agency for M&E, Governance Commission (GC) ensured that all its 30 staff undertook training in M&E by end of 2016 and were armed with the ability to monitor the program’s impact as per its M & E framework
[Added: 2017/08/31]
GC NDIS 2017/05 Completed
a) M&E Officers from participating MACs, County Planners, and CSC Coordinators were trained to monitor decentralization. b) As lead agency for M&E, GC ensured that all its 30 staff undertook training in M&E by end of 2016 and were armed with the ability to monitor the program’s impact as per its M & E framework
[Added: 2017/08/31]
GC NDIS 2017/07 Completed
23. Recommendation:

Ensure monitoring at the outcome level, including assessments of CSC on the added value and effects of new services and the evolution of statistics for services that already existed prior to implementation of deconcentration.

Management Response: [Added: 2017/08/29]

Some effort was made in improving accountability in revenue management through the work of the GC.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
a) A revenue assessment was conducted by the GC. The main objective of this activity was to conduct nation-wide interviews with local officials and business leaders to determine potential sources of revenue for local administrations across the country. This study determined both the revenue and local economic potentials of each county in Liberia. It was conducted particularly in the capital cities of all the fifteen counties in the country.
[Added: 2017/08/31]
GC NDIS 2017/07 Completed Impact assessment of the implementation of deconcentration not undertaken but agreed as a priority.

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