DeGroot, DavidTalvitie, AnttiUmarov, Uktirdjan2017-05-222017-05-222011-12978-1-60244-205-4https://hdl.handle.net/10986/26680This case study summarizes the findings of desk reviews and a field visit carried out in January 2011 as part of IEG's evaluation of the 2007 Governance and Anticorruption (GAC) strategy. The case study sought to evaluate the relevance and effectiveness of Bank support for GAC efforts over the FY2004-10 period, to assess the contributions of 2007 strategy implementation, and to identify early outcomes and lessons. This Background Paper is based on findings of the mission that visited Liberia in January 2011. The team is particularly grateful for informative meetings with officials from the Government of Liberia, Bank staff, and members of civil society. The evaluation aims to help enhance the Bank's approach to governance and anticorruption and to improve its effectiveness in helping countries develop capable and accountable states that create opportunities for the poor. Pursuant to this objective, the evaluation assessed the relevance of the 2007 GAC strategy and implementation plan, as well as the efficiency and effectiveness of implementation efforts in making Bank engagement with countries and other development partners more responsive to GAC concerns. It also sought to identify early lessons about what works and what does not in helping to promote good governance and reduce corruption. The Liberia case study is based on an extensive desk review as well as a field visit to Monrovia from January 17-22, 2011. It evaluates the relevance and effectiveness of Bank support for governance and anticorruption efforts since the launch of the Bank's GAC strategy in 2007. It elaborates on a desk review of the GAC responsiveness of the Bank's Liberia program and reviews the following GAC entry points: core public sector reform (public financial management and decentralization); demand for good governance (including social accountability issues); GAC in the road sector; and the investment climate. The case study also examines the extent to which the Bank's GAC Strategy has made a difference in staff attitudes toward addressing GAC issues in their operational work. The mission interviewed government, Bank, donor, and nongovernmental organization (NGO) staff based in Washington and in Monrovia.en-USCC BY 3.0 IGOACCOUNTABILITYACCOUNTINGACCOUNTING STANDARDSADMINISTRATIVE RESPONSIBILITIESAFFILIATESAIRPORTALLEGIANCEANTI-CORRUPTIONANTICORRUPTION COMMISSIONANTICORRUPTION EFFORTSANTICORRUPTION ISSUESARTERIAL ROADSASSET MANAGEMENTAUDITINGAUDITORAUDITSAUTHORITYBASIC SERVICEBRIDGEBUSINESS CLIMATECENTRAL GOVERNMENTCITIZENCITIZENSHIPCITY STREETSCIVIC EDUCATIONCIVIL SERVANTCIVIL SERVICECIVIL SOCIETYCIVIL SOCIETY ORGANIZATIONCOLLAPSECOMMUNITY DEVELOPMENTCOMMUNITY DRIVEN DEVELOPMENTCOMMUNITY INFRASTRUCTURECOMPLAINTCONFIDENCECONSOLIDATIONCONSTITUTIONCORRUPTCORRUPT PRACTICESCOUNCILSCOUNTRIES MUSTCOUNTRY DATADEBTDEBT RELIEFDECENTRALIZATIONDECISION-MAKINGDECISION-MAKING AUTHORITYDECLARATION OF ASSETSDEPOSITSDISABILITIESDISCLOSUREDISCRIMINATIONDRIVERSECONOMIC REVITALIZATIONEFFECTIVE GOVERNANCEEFFECTIVE PARTICIPATIONEMPLOYMENTENFORCEMENT MECHANISMETHICSEXECUTIONEXPENDITUREFINANCIAL MANAGEMENTFINANCIAL SECTORSFISCAL DECENTRALIZATIONFORMAL EDUCATIONFRAUDGENERAL ELECTIONSGLOBAL INITIATIVESGOOD GOVERNANCEGOVERNANCE CHALLENGESGOVERNANCE COMPONENTSGOVERNANCE INDICATORSGOVERNANCE INSTITUTIONSGOVERNANCE ISSUESGOVERNANCE PERFORMANCEGOVERNANCE PROGRAMSGOVERNANCE REFORMGOVERNMENT EFFECTIVENESSGOVERNMENT ENTITIESGOVERNMENT INSTITUTIONSGOVERNMENT SPENDINGGOVERNMENT SYSTEMSHUMAN DEVELOPMENTHUMAN RESOURCEHUMAN RESOURCE MANAGEMENTHUMAN RESOURCE MANAGEMENT SYSTEMHUMAN RESOURCESIMPROVING GOVERNANCEINCOMEINFORMAL EMPLOYMENTINFORMATION DISSEMINATIONINFRASTRUCTURE DEVELOPMENTINFRASTRUCTURE GRANTSINFRASTRUCTURE PROJECTSINFRASTRUCTURE REHABILITATIONINITIATIVEINSTITUTION BUILDINGINSTITUTIONAL ARRANGEMENTSINSTITUTIONAL CAPACITYINSTITUTIONAL FRAMEWORKINSTITUTIONAL REFORMINTEGRITYINTERNAL AUDITINTERNAL CONTROLSINTERNATIONAL DEVELOPMENTINVESTIGATIONSINVESTMENT CLIMATEJUDICIAL REFORMJUDICIAL SYSTEMJUSTICELAWSLEADERSHIPLEGISLATIONLOCAL GOVERNMENTLOCAL INSTITUTIONSLOCAL KNOWLEDGELOCAL ORGANIZATIONSLOCAL ROADSLOW INCOME COUNTRIESMACROECONOMIC MANAGEMENTMANDATESMINISTERSMINISTRY OF FINANCEMINISTRY OF TRANSPORTMONEY LAUNDERINGMONEY MANAGEMENTMULTILATERAL DEVELOPMENT BANKSNATIONAL ELECTIONSNATIONAL INTEGRITYNATIONAL INTEGRITY SYSTEMNATIONALSNATIONSNATURAL RESOURCESOPERATIONAL RISKPARLIAMENTPATRONAGEPER CAPITA INCOMEPOLICEPOLITICAL APPOINTEESPOLITICAL ECONOMYPRESIDENCYPRESIDENTSPRIMARY EDUCATIONPRIMARY SCHOOLPRIVATE SECTOR DEVELOPMENTPROCUREMENTPROSECUTIONPUBLIC ACCOUNTABILITYPUBLIC ADMINISTRATIONPUBLIC EXPENDITUREPUBLIC INSTITUTIONSPUBLIC INVESTMENTPUBLIC MANAGEMENTPUBLIC OFFICIALSPUBLIC PARTICIPATIONPUBLIC PROCUREMENTPUBLIC ROADSPUBLIC SECTORPUBLIC SECTOR GOVERNANCEPUBLIC SERVICEPUBLIC SERVICE DELIVERYPUBLIC SERVICESPUBLIC SPENDINGPUBLIC WORKSRAILRAIL LINERATIONALIZATIONRECURRENT EXPENDITURESREHABILITATIONREORGANIZATIONREPRESENTATIVESRISK MANAGEMENTRISK MANAGEMENT SYSTEMSROADROAD DESIGNROAD IMPROVEMENTROAD MANAGEMENTROAD NETWORKROAD SECTORROADSRULE OF LAWRURAL INFRASTRUCTURERURAL ROADSSANCTIONSSANITATIONSERVICE DELIVERYSOCIAL WELFARESTATE INSTITUTIONSSTREETSSTRUCTURAL ADJUSTMENTSUBNATIONAL GOVERNMENTSTAXTAX ADMINISTRATIONTAX RATESTAX SHARINGTECHNICAL ASSISTANCETERRORISMTRANSITTRANSIT OPERATIONSTRANSPARENCYTRANSPORTTRANSPORT INFRASTRUCTURETRANSPORT SECTORTRUST FUNDSVEHICLESVIOLENCEYOUNG WOMENYOUTHWorking PaperWorld Bank10.1596/978-1-60244-205-4