78767 LIBERIA’S NEW NATIONAL DEVELOPMENT STRATEGY Planning for Stronger Results in a Low Capacity Context SUMMARY institutional change processes in the Liberia context; Fragile countries face deep institutional constraints and integrate national planning, monitoring and that require attention to achieve better development budgetary processes around common development outcomes for their citizens. Underlying issues such as outcomes toward the country’s new vision. The second fragmented development efforts across sectors, lim- Liberia PRS, the Agenda for Transformation, takes �rst ited capacity to drive change and lack of multi-stake- steps in these directions. holder ownership weaken the possibility for results. The government developed the PRS by engaging Without addressing these constraints progress can be with a wide set of stakeholders and basing the strategy slowed or blocked. on achieving outcomes. The strategy is framed around When WBI partnered with the Government of addressing constraints to institutional change and Liberia and World Bank regional team to support the integrates previously fragmented development efforts. country’s second Poverty Reduction Strategy (PRS), the Liberia’s experience creating its strategy offers lessons objectives were to improve the capacity to formulate for Liberia, other countries, WBI and the World Bank an effective, country-led and -owned PRS using practi- around how to conduct effective strategic planning for cal, collaborative results tools; design the PRS to drive results in a low capacity and fragile context. 1 Lessons from Liberia strategy planning multi-stakeholder working groups from sector and thematic areas. Leaders supported the mindset Address institutional constraints to strengthen change required to re-orient PRS planning around results results, and the teams/groups provided the analyses • Identifying particular constraints provided for the to formulate the results framework and thus the planning of interventions to unblock them for strategy. Engaging a network of actors at different accelerating reforms. De�ning these constraints also levels helped to address the challenges of limited helped to pinpoint the outcomes and indicators that capacity to prepare a PRS and build country- could be used to measure institutional changes. owned and legitimate planning processes. Strong Create a multi-stakeholder, outcome-based results leadership support empowered the teams to make framework to integrate development efforts breakthrough improvements in PRS planning. • Using the results framework enabled multiple stakeholders with previously differing agendas to Implementation of the strategy has just begun, but integrate them around an agreed set of national the country-led and outcome-based Agenda for Trans- outcomes and align planning, monitoring and formation launches new possibilities in Liberia for stron- budgeting processes. ger development results, open development processes Facilitate adaptive learning in using results tools by and non-government monitoring during implementa- country actors to develop capacity in local context tion. Already the shift to outcomes has allowed the • The experiential “learning by doing� approach country to integrate development planning, monitoring enabled the government to lead the design of the and budgetary efforts. new strategy and gain the knowledge to adapt and implement planning and monitoring processes and BACKGROUND: LIBERIA’S NEED FOR results tools to �t Liberia’s context. STRONGER RESULTS Reach consensus on outcomes to prioritize Liberia has made progress in its recovery from years of • Stakeholders stepped back from a long list of violence and civil war. With the support of development interventions and rather analyzed the expected partners, Liberia has maintained peace and security, outcomes of the strategy in relation to goals and improved governance, rebuilt some basic infrastructure change management needs to support reforms. This and taken steps forward on key human development open discussion enabled consensus on priorities and indicators. a realignment and optimization of interventions to However, the country remains fragile and faces deep meet results. constraints that could impede further progress toward Frame multi-stakeholder efforts to strengthen goals for socio-economic and political transformation results and development. Many of the factors that contributed • The strategy identi�ed systemic constraints where to the civil war are still present, including economic effectiveness could be improved and change pro- exclusion, limited trust in the state, high youth unem- cesses could be accelerated through stronger col- ployment and the persistence of a fragmented soci- laboration within government and with non-state ety. Going forward, development efforts will need to actors. address pervasive organizational and human resource Map institutional change processes collectively constraints; the weak legitimacy of social, policy and • Stakeholders agreed on the sequence of changes economic institutions; unclear stakeholders’ rights in behind each reform, including identifying the mix areas such as natural resource management; weak col- of local state and non-state actors and what new laboration among government and nongovernment behavioral changes are required to advance what entities; and the weak con�dence and trust of citizens. results. The sequencing helped bridge the dif�cul- Nevertheless, the government of Liberia has set an ties of aligning short- and medium-term priorities. ambitious vision of achieving middle-income status by Network leaders, champions and teams to provide 2030. The scale of change to achieve this vision pre- an authorizing environment for results and the sented a daunting task for the formulation of Liberia’s capacity to conduct planning Medium Term Growth and Development Strategy or • Networked stakeholders included high-level second �ve-year Poverty Reduction Strategy (PRS), the leaders, ministerial champions, coach teams and Agenda for Transformation (2012–2017). 2 Table 1. Highlights of the Liberia-WBI Initiative 2011 January–April 2011 Request from the Minister of Planning in Liberia on how to design a strategy for results in a fragile context with limited capacity and severe institutional constraints. Partnership established to provide advisory support to the Ministry of Planning and Economic Affairs to form the Agenda for Transformation and learn through the experience of doing. Top leaders from government, non-government and donors committed to an open and innovative process of experimentation through high-level meetings. May–June 2011 Orientation session held with stakeholders from all of the major sectors. A core government team formed to coordinate the outcome -based results framework for the PRS and adapted the planning process and tools to form the strategy. About 50 coaches [about two per government ministry or agency] were trained to facilitate inputs for the results framework from each sector or thematic area with advisory support from WBI. National sector working groups of stakeholders from government, civil society, private sector and donors reorganized from the �rst PRS to prepare the diagnostic and analytical inputs for the results framework with support from the coaches. October–December 2011 Political and election changes. 2012 February–May 2012 Rapid work sessions used the outcomes in the results framework to guide the medium-term expenditure framework (MTEF), budget and national monitoring plans. June–December 2012 Validation of strategy and donor coordination workshop. Agreement to prepare national monitoring and evaluation framework. Ministry of Planning and Economic Affairs and Ministry of Finance merged. 2013 Early 2013 New strategy launched. Core government team and coaches transferred into new Liberia Development Alliance to coordinate and monitor implementation, with inclusion of civil society in structure. The �rst PRS, the Lift Liberia Agenda (2008–2011), answered by the country’s diverse stakeholders—the while successful in advancing the country’s reconstruc- vision for 2030 could be lost, and development efforts tion, suffered from short-term planning of outputs set off track. stemming from the urgent need to implement sup- port and the dif�culty of long-term planning. Other LIBERIA-WBI ACTION LEARNING INITIATIVE shortcomings reflected the fragmented ownership of At the request of the government WBI provided the development agenda given that the strategy was capacity development support to the Ministry prepared largely by consultants. The focus on capacity of Planning and Economic Affairs to design the development was mainly limited to skill building and Agenda for Transformation. WBI partnered with the organizational strengthening. In short, the strategy government over about 18 months—throughout the lacked strong and measurable medium-term outcomes planning cycle for the strategy—with a break around and insuf�ciently addressed institutional constraints in the October 2011 election. The partnership involved the broader political economy. action learning by the government to design the Liberia’s top leaders from ministries and agencies Agenda for Transformation through the experience of recognized the country needed to develop a new, “learning by doing� (table 1). transformative strategy to advance results—a building block to address the country’s deep constraints and A PARTNERSHIP TO BREAK NEW GROUND achieve outcomes toward the vision. From inception, The partnership aimed to learn how to strategically the strategy design process needed to be responsive plan for stronger results in the low capacity context, in to diverse stakeholder perspectives and strengthen order to drive broad, multi-actor institutional change processes used in the �rst PRS. If the right questions processes that would further development outcomes were not asked to support the country’s transition to toward Liberia’s new vision. a broader development agenda—and adequately 3 Liberia’s government (�gure 1). This reflected a departure from the focus on The government wanted to strengthen the planning outputs in the �rst PRS and aligned all planning around team coordinating the strategy to have the ability to common national outcomes and goals toward the formulate the PRS around outcomes. They also wanted new vision. This also sequenced the planning process to strengthen the expected results from the strategy by to start with outcomes, rather than interventions or addressing severe institutional constraints facing Liberia’s technical activities. Only when the outcomes were fragile context and strengthen multi-stakeholder capacity agreed on with stakeholders were the associated development activities to �nd effective local solutions reform processes and interventions planned. A to problems. national multi-stakeholder outcome-based results framework became the planning tool for stakeholders Other country stakeholders to collect and �lter their prioritized information on Non-government leaders and development partners each component of the logic. engaged in discussions about the new strategy from the start. They broadly agreed that a national strat- Planned reforms to address constraints egy focused on outcomes could help to improve the to goals alignment, prioritization, coordination, planning and The entire strategy is framed around addressing monitoring of development efforts. They also saw particular constraints that hinder Liberia’s goals—the the possibility to address institutional constraints that constraints frame the strategy’s objectives, outcomes, impeded results related to accountability, transpar- reform processes and supporting prioritized interven- ency and leadership commitment, for example, and to tions. Examples of particular constraints include cor- improve collaboration with government for more effec- ruption, conflicting mandates, mistrust, transparency tive development processes with a results focus. and accountability. WBI, the World Bank and other partners Framed multi-stakeholder capacity WBI and the Bank saw that the experience could development produce new lessons on how to strengthen results. The strategy identi�es the common institutional con- Lessons could also be learned around how institutional straints and behavioral changes necessary for results constraints and particularly constraints are diagnosed, across government sectors and nongovernment. This framed and monitored to support stronger develop- framed entry points to strengthen capacity develop- ment outcomes and improved effectiveness within the ment results by moving beyond traditional training fragile context. Lessons could emerge around how to and technical assistance activities that occur in sectors effectively integrate new types of multi-stakeholder to foster new, catalytic and multi-stakeholder support capacity development approaches in planning. for learning, innovation and collaborative action to address dif�cult constraints. For example, such sup- INNOVATIONS TO STRENGTHEN port could foster collaborative responses by traditional PLANNED RESULTS leaders, local government and community groups to The new strategy needed to help Liberia transition improve constraints around citizen participation in to outcome-based development, strengthen results decentralized service outcomes, address slow changes through the address of institutional constraints, in societal norms around conflict and improve trans- emphasize the empowerment of local actors and inte- parency of information, among other changes. grate fragmented efforts nationally. The Agenda for Transformation is designed to help Liberia to move in Identi�ed local actors to drive planned results these directions, by using several innovations outlined Liberia’s strategy identi�es local change agents—lead- below: ers, groups, citizens, organizations, among others—to help lead reform processes and advance outcomes Sequenced strategy information around a over the coming �ve years. Agents included public results chain agencies (ex. ministries of justice or defense), legisla- The government used a consistent results logic and ture, civil society groups and community leaders (ex. chain to gather, analyze and organize all information student groups, training institutes) and private sector for the strategy from the start of the PRS cycle (ex. business associations and leaders). The intention 4 Figure 1. Results logic used to organize all knowledge inputs for Liberia’s strategy VISION GOAL Achieving middle-income status by 2030 PILLAR GOALS/OUTCOMES I: Peace, Security II: Economic III: Human IV. Governance and V. Cross- and Rule of Law Transformation Development Public Institutions Cutting Issues SECTOR/THEMATIC GOALS/OUTCOMES Security Private Sector Education Nation-building and Environment Development Decentralization Peace and Health and Youth Empowerment Management of CAPACITY DEVELOPMENT Reconciliation Macroeconomic Social Welfare Government Assets Gender Equality Framework Justice and the Water and Sanitation Civil Service Disabled and Rule of Law Infrastructure Social Protection Disadvantaged Judicial Reform Agriculture and PFM Labor and Employment Food Security Concessions Human Rights Forestry Land Tenure and Use HIV and AIDS Mineral Development Transparency and and Management Anti-corruption Child Protection INSTITUTIONAL CONSTRAINTS/DEVELOPMENT ACTIONS Constraints Constraints Constraints Constraints Constraints Objectives/Outcomes Objectives/Outcomes Objectives/Outcomes Objectives/Outcomes Objectives/Outcomes CHANGE STRATEGIES Change agents Change agents Change agents Change agents Change agents Change process Change process Change process Change process Change process PRIORITY INTERVENTIONS is to support the capacity development of these actors the National Capacity Development Strategy, MTEF through implementation of the strategy to become and budget and sector plans. (�gure 2). the doers of changes, moving away from a reliance on external consultants. Over time, a broader mix of local EMPOWERING THE GOVERNMENT TO actors could be identi�ed and empowered. PREPARE A COHESIVE STRATEGY A core team in the Ministry of Planning and Economic Integrated PRS planning processes to vision Affairs responsible for national coordination of the The government integrated previously fragmented strategy design served as the main counterpart of processes to design the strategy, bringing coherence WBI’s support. The team needed to collaboratively to planning activities for the vision, sectors, monitor- lead national planning for results, with legitimate ing, budget and donor support. This started a process processes and analytical tools. WBI’s support strength- to commit all national budget to the results de�ned in ened the team to coordinate multi-stakeholder strate- the strategy and its outcome-based results framework. gic planning processes and integrate them to monitor- The results framework became the foundation for inte- ing and budgetary processes. Table 2 summarizes the grating an outcome-based process connected to the key activities, tools and processes coordinated by the vision and all PRS planning activities to M&E planning, core team with WBI support to conduct the second 5 PRS planning, integrate activities and align them to Figure 2. Results framework to integrate the vision. Innovations to achieving this empowerment strategy planning around outcomes included: VISION Built experience to adapt planning processes The experience of coordinating the strategy built Knowledge from stakeholders in every know-how among the core team to implement and sector analyzed and pooled together in the framework to design the strategy customize planning tools and processes for the Liberia context, so the strategy could be improved upon Integrating Results Framework as new lessons and/or needs formed. The following Goal: methods proved important to adapt the tools to sup- Constraints Objective Change Description Milestone Priority port a country-led process: agents of change intermediate interventions • Designing the tools for use by stakeholders them- process outcomes selves, rather than by experts allowed for maximum local innovation in how to best shape the tools and facilitated quick uptake and institutionalization. Strategy Capacity M&E Plan development • Designing consistent tools for use across sectors or document strategy themes helped to facilitate the analysis of planning information from different stakeholders so it could be consolidated nationally. Sector MTEF MTEF plans Collaboratively used tools for planning The government was open to a participatory and Budget interactive process to prepare a strategy that rep- resented major stakeholder priorities, despite their fragmentation and diverse interests. Using planning stakeholders to learn how to use the tools to provide and diagnostic tools in a collaborative spirit, particu- constructive input for consensus on what to address in larly the results framework, incorporated the input the strategy, by whom, how and when. In turn, stake- of stakeholders from the major sectors and facili- holders collaboratively decided on the outcomes and tated this process. The process included support for reform processes for the strategy. Table 2. Broad process steps used to design the strategy and integrate planning, monitoring and budgetary processes Planning activities coordinated by core Tools and processes supported by WBI and the World Bank team for Liberia PRS planning Translation of the vision into development Visioning tool to decide on goals goals to pursue over the next �ve years Institutional diagnosis of constraints or Multi-stakeholder diagnostic tool to analyze institutional constraints of opportunities to achieving the development government and non-government and use the �ndings to set measurable goals objectives Preparation of the outcome-based results Results framework template that aggregates stakeholders’ analytical framework to form the strategy inputs and consensus on goals, constraints, objectives, outcomes, local actors and change management needs and supporting prioritized interventions Preparation of the strategy document Information was taken from the results framework to write the strategy Monitoring plan and budget framework Template to prepare monitoring plan and budgetary framework MTEF derived from the outcome-based results framework Scorecard to rank results alignment of long lists of interventions 6 Cascaded a network of stakeholders at different Figure 3. Cascade of change agents provided the levels to support change and use collective collective capacity to prepare the strategy locally capacity A key challenge was how to involve all of the stakehold- ers preparing the strategy given their lack of expertise, the change of mindset required to refocus planning on results and the scale of implementation needed to Cabinet and inter- reach all sectors. To address this, the ministry organized INF ministerial and OR a cascade of change agents at different levels to help MATI other top leaders O N design the strategy, strengthening implementation arrangements from the �rst PRS (�gure 3). The cascade built broad ownership of the planning process and Ministers (champions) tools, and provided for capacity to develop the strategy locally, when it was thought not feasible. Core team from Ministry of Planning • Top leaders from the Cabinet and a Ministerial Com- and Economic Affairs mittee raised the urgency of the strategy design and Coach facilitators by sector/theme provided the authorizing environment for the pro- cesses in their sectors. Multi-stakeholder thematic working groups • Ministerial champions across government selected (government, civil society, private sector, the coaches from senior-level technical staff to facili- development partners) tate the results framework creation, ensured the core team had the mandate and guidance to innovate and provided quick approval of any new processes. PRACTICAL RESULTS TOOLS USED • Team leaders from the Ministry of Planning and Eco- nomic Affairs formed a core team to coordinate the Multi-stakeholder diagnostic—provided a tool strategy design. to review local knowledge and accountably target • Coaches were grouped in teams to facilitate sector/ institutional constraints of fragility in country reform thematic working groups to create the outcome- processes. In Liberia, the diagnostic provided a way based results framework. The team structure pro- to collect stakeholder perspectives on the breadth of vided for the cross-fertilization of ideas, technical institutional constraints blocking the advancement of capacity and motivation required to facilitate others each new goal. For many stakeholders it was the �rst to analyze and agree on inputs for the results frame- time they reflected on non-government constraints work. It helped the core team to quickly involve new and thought through precise constraints on the sup- persons when there was turnover. ply and demand side. The priorities stakeholders set • Sector working groups of government, civil society, using the diagnostic were more accountable because private sector and donors created the result frame- the reform objectives related to the constraints agreed work for each sector or thematic area. upon by multiple stakeholders, and had associated • Donors and other country partners supported outcomes and indicators to measure related institu- different parts of the cascade. For example, UNICEF tional changes. supported the water sanitation working group, and the Africa Governance Initiative and Harvard Multi-stakeholder, outcome-based results supported the governance working groups. UNDP framework—provided a tool for constructive plan- supported the core team in the Ministry of Planning ning around results with dispersed stakeholders and and Economic Affairs. Partners, such as the World to ensure observable contributions and ownership Bank, United Nations, Overseas Development from each (for an example of a results framework refer Institute and Swedish International Development to the annex). In Liberia, the results framework was Cooperation Agency supported the MTEF and a practical solution to make planning country-led, monitoring plan, and World Bank-United Nations since it allowed stakeholders to openly set planning support will continue for M&E capacity building priorities for the strategy from their different perspec- during implementation. tives. It provided a collaborative platform to collect, 7 analyze and integrate all planning priorities nationally prioritizing development activities and addressing to formulate a strategy with broad stakeholder sup- lacking capacity among local actors, among others. port. It also provided for the adaptive management of the strategy to include new feedback throughout Legitimate processes and empowered team to the planning cycle as contributed by new groups of manage planning nationally stakeholders. This adaptability was an advantage dur- The initiative carved out a national planning process, ing implementation to modify the strategy to changes with support from the cabinet and stakeholders from in the country situation and include priorities of non- all major sectors. The government now has knowledge government more broadly. and a capability to manage planning collaboratively with stakeholders and responsively adapt inputs based Institutional change process mapping— on feedback. The government also has new results provided a tool for stakeholders to agree on local tools that are built into their planning structures. These change management needs for each reform. In tools have the con�dence of stakeholders from all sec- Liberia, the change process was mapped within the tors nationally, since they shaped their design. results framework. Each working group prioritized the sequence of changes for each reform process: what Country-led, outcome-based results framework institutional reforms could take place over the next �ve to guide country and partners and achieve a years, who would contribute to the reforms from local Busan indicator of effective development actors, what new behaviors were required to advance The results framework is a step to advance a post- results and how and when interventions would support Busan indicator of effective development on the “use outcomes. This sequencing provided a way to bridge of a country-led results framework as a common tool practical dif�culties of planning development across an to direct development co-operation and resource extended timeline and to �lter the planning of results flows nationally.� for each reform. It also provided a tool to identify speci�c areas for capacity development to build OPPORTUNITIES AND NEEDS GOING awareness, increase knowledge and skills, improve FORWARD collaboration (such as networks and coalitions) and The strategy and the increased knowledge and owner- improve implementation know-how or experience to ship of the government built through the strategy address constraints. design process suggest some imperatives for contin- ued support to strengthen results and capacity devel- ACHIEVEMENTS FOR LIBERIA opment going forward. The WBI initiative enabled the Government of Liberia • Expand the involvement of non-government stake- to take greater ownership of national development holders in oversight roles and include them in col- processes toward the new vision. Benchmarks of this laborative open knowledge and budgeting around achievement include: development. The strategy design process placed new emphasis on the non-government contribution New strategy with stronger expected to planning by emphasizing the demand side, and results, tied to vision and integrated with the processes used to design the strategy encour- budgetary process aged collaborative and open inputs among stake- The new strategy, the Agenda for Transformation, holder to decide on reforms. This was a starting is focused on results and integrates all national point for increasing non-government engagement development efforts, M&E, and budgetary aspects in the development process, building a readi- to outcomes. It is based on country knowledge ness to involve civil society in the management of amassed, analyzed and agreed upon by stakeholders results, planning, monitoring and implementation from all sectors nationally, making it a strongly locally of reforms. owned and best �t step in Liberia’s current transition. • Identify new partners to support multi-stakeholder The strategy takes steps to help Liberia overcome capacity development interventions that more major constraints: reversing a focus on outputs and effectively tackle common constraints and deliverables, aligning fragmented development behavioral change requirements necessary for efforts, addressing severe institutional constraints, results across sectors. These are prioritized areas 8 for Liberia to plan new types of multi-stakeholder • How to “open the gates� for open knowledge and support. For example, strengthened coalitions budgeting around development by providing a to better monitor security agencies and justice space for stakeholder dialogue activities and enhance their consensus; and support to community based networks to promote The learning that developed will only grow and enhanced and more accountable public services. become more concrete through implementation and • Integrate the National Capacity Development ongoing capacity development support. The experi- Strategy (NCDS) into the new strategy. The national ence can inform other post-conflict countries to build results framework for the strategy identi�es institu- on Liberia’s lead, while customizing the concepts and tional capacity changes and short term intermedi- tools to their speci�c conditions. In particular, the out- ate capacity outcomes, which provide a new oppor- come based results framework used in Liberia provides tunity for the NCDS to integrate these priorities and manageable tools to support multi-stakeholder plan- develop a monitoring plan for capacity develop- ning. It provides a practical approach to bring together ment results. diverse stakeholders to engage in dialogue and agree • Align donor strategies for country assistance. This on common results and priorities. involves translating the country’s own vision, goals These processes and tools can be used in multi- and objectives into areas for cooperation around stakeholder contexts to support improvements in development outcomes and associated reform development effectiveness, develop the capacity of processes. The World Bank Country Partnership those involved in planning processes, and improve Strategy (�scal year 2013–2017) aligns to the results accountability of country strategies to advance institu- focus of Liberia’s Agenda for Transformation. tional changes, with government and non-government • Continue to enhance government capacity in stakeholders. results-based budgeting and M&E, building on the Liberia’s new strategy is a best �t for the country’s achievements to date. need to improve results. It is legitimate, with stake- • Capacity development to strengthen results of holders recognizing it as a product of national con- Liberia’s sub-national planning process. sensus; it is responsive, by incorporating stakeholder perspectives and building on existing experiences; CONCLUSION and it is cohesive, by aligning all development efforts The success of the Agenda for Transformation will nationally and across all sectors for the �rst time to a require continual participation and accountability common results logic, including M&E and budgetary oversight from non-government actors and ongoing processes. The strategy sets new ground for Liberia to capacity development support in areas such as M&E clarify stakeholder roles for national coordination and and donor coordination. If implemented ef�ciently and strategically grow and enable locally led development. effectively, the strategy will help to drive Liberia toward It also launches a national commitment to manage and the attainment of middle-income status by 2030. learn from development results achieved and use the The experience of Liberia’s strategy formulation learning to strengthen development efforts nationally. provides tested examples of operational products Further, the coming together of stakeholders in and processes to tackle constraints faced in the fragile the design of the strategy, backed by the results context: framework, helped to ease the burden and scale of • How to target institutional constraints to country coordinating planning nationally. It built leadership, stability and future growth skills, knowledge and innovative planning processes • How to improve prioritization of national develop- for ongoing strengthening and continued use in the ment efforts around achieving outcomes management of national development and planning in • How to support de-fragmentation and coordination the years ahead, both nationally and in sectors. improvements in multi-stakeholder planning For more information, email the WBI Capacity Development and Results • How to integrate capacity development with devel- team at capacity4change@worldbank.org opment © Copyright 2013 World Bank • How to plan empowerment opportunities to Thanks to Liberia’s Ministry of Planning and Economic Affairs and the strengthen the roles of local actors and activate and results coaches from all of the sectors who worked together toward the accelerate institutional-level changes Agenda for Transformation. 9 ANNEX Abridged Results Framework Example 1: Nation-Building and Decentralization Sector Sector goal: Strengthen transparent and inclusive democratic institutions and improve political governance at national and local levels. Institutional Strategic objectives and Change Description of Milestone Priority capacity outcomes agents change process intermediate interventions constraints outcomes Stakeholder Improve citizen participation in Collaboration Processes • Identify participation – social and economic develop- between regional established to amendments Centralized ment and the responsiveness and local involve citizens to government and of local government. government and in budget constitution legal framework Main Outcomes: citizens to facilitate reporting and to support limits participation of Enhanced fair and transparent and legitimize key public citizen citizens in elections for elective public participation in policy issues participation. development of�ces public policy and processes and • Increased rates of voting Central budgeting. responsiveness to and employment (social government citizens. and economic participation) units • Increased input of citizens into local development planning Legislature Transparency of Increase transparency of Process will be Network of • Communica- information – information to citizens on established non-govern- tion strategy County Limited information public policy. with civil society ment groups and plan for administration to local communities Main Outcomes: and community involved in decentraliza- on public policy and • More citizens have groups to improve decentralization tion in coun- its bene�ts. information about information on of information ties. Civil society decentralization public policy and and community • More citizens and CSOs decentralization in groups participate in the review counties. and amendment of the constitution Cabinet Operational Strengthen capacity to Training and • Course ef�ciency – implement deconcentration infrastructure programs Weak infrastructure and eventual decentralization Women and investments to for local and skill base hamper at the local and administrative youth groups develop county governance decentralization of level. level government. skills services. Main Outcomes: • New housing • Functioning government in counties units at the district and local levels, with adequate staf�ng and systems Demand for Strengthen local demand for Agreement of Endorsed • Consultations accountability – viable decentralized social and county government decentraliza- and planning Fragmented economic development. and community tion roadmap in on rede�ni- boundaries and weak Main Outcomes: groups on needs each county tion and har- citizen involvement • Increased local oversight and processes to monization of limit accountability over implementation of improve service boundaries. for decentralized decentralization roadmap delivery, harmonize services. • Design and implementation boundaries and of local development plans monitor progress. Compatibility of Enhance notion of shared Improve community Citizen • Studies on social norms and nationhood and national understanding, awareness on national values – identity among Liberians. knowledge and issues of unity unity issues Diverse identities led Main Outcomes: dialogue on issues and review to community divides • Increased sense of shared of unity. curriculum in and conflicts. nationhood and national schools. identity 10 ANNEX Abridged Results Framework Example 2: Peace and Reconciliation Sector Sector goal: Ensure long-term peace and stability, reduce and manage tensions in society, increase social cohesion and uphold human rights. Institutional Strategic objectives Change Description of Milestone Priority capacity and outcomes agents change process intermediate interventions constraints outcomes Stakeholder Expand participation Ministry of Internal Civil society Lead national participation – of marginalized groups Affairs will collaborate groups have dialogue to ask Limited opportunities in peace-building and with Governance new skills Liberians what to participate in reconciliation processes. Commission to engage they need for peace-building, Main Outcomes: in engaging meaningfully in reconciliation. reconciliation and • More women, disabled, stakeholders key processes political processes for and youth in leadership to de�ne and marginalised groups roles implement framework and lack of consensus • Peace and Traditional for civic engagement. on mandate and reconciliation decision- leaders This will include approach to peace making reflect input new processes for and reconciliation. from marginalized public hearings and groups Political and participation. religious groups Commitment of Strengthen coordination, National Human Common Establish political and social roles and effectiveness of Rights Commissioner commitment to permanent leaders – government and CSO- will establish a act in support forum to deliver Civil society Political polarization based institutions for forum for interactive of common roundtable groups and lack of conflict prevention and dialogue between policy bipartisan political demonstrated will resolution. relevant political conferences and limits advancement Main Outcomes: actors and social dialogue. Media of dialogue and • Increased incidents groups. establishments joint actions for of governments and reconciliation and CSOs working together peace-building. to remove barriers to Youth groups reconciliation • Fewer incidents of conflicts within Women’s communities escalating groups to violence Compatibility of social Enhance national identity Understanding Joint Undertake public norms and values – to foster increased social, Ministries, around issues of unity commitment awareness raising Divisive historical political and economic agencies and will be developed established on issues relevant identities underpin engagement. commissions through studies and to focus on to the teaching ongoing social Main Outcomes: (responsible reviews Liberia to similarities of citizenship cleavages that • More Liberians under- for youth, land, provide new know- rather than duties and undermine national stand their commonality human rights) how to formulate and differences responsibilities. unity. • Increased participation implement a national by Liberians in political policy. processes (such as vot- ing, running for of�ce, etc.) Incentives for Increase accountability National Human Broad-based Review Truth and compliance – of those in authority for Rights Commissioner commitment Reconciliation Reconciliation is reconciliation process. will work with the to progress rec- Commission hindered by low Main Outcomes: political leadership to ommendations recommendations accountability • Key recommendations agree on support for established and prioritize for human rights in the Truth and robust and sensitive cases. violations. Reconciliation Commis- plans. sion implemented • Reduced human rights violations 11 ANNEX Abridged Results Framework Example 3: Transport Sector Sector goal: Ensure Liberians nationwide have increased access to safe, reliable, affordable and ef�cient transport services. Institutional Strategic objectives and Change Description of Milestone Priority capacity outcomes agents change process intermediate interventions constraints outcomes Clarity of roles and Improve transport sector Transport-related • Improved • Harmonize responsibilities – policy coordination among ministries and stake- regional and No common government agencies and agencies will work holder col- international framework to guide stakeholders. with transport laboration to transport stakeholders’ Main Outcomes: unions to establish implement policy with implementation • Reduced duplication in a collaborative National neighboring of the National transport-related functions process for imple- Transport countries Transport Policy and across ministries and menting National Policy and for equal Strategy. agencies Central Transport Policy Strategy treatment • Improved institutional government and Strategy under • Consensus • Develop coordination and ministries one framework. on framework stakeholder participation Agents collaborate rationalized to rationalize in transport planning on a framework to transport functions in and implementation and All transport- rationalize transport sector transport accountability activities related sector functions. functions sector ministries and Commitment of Develop or strengthen Ministry of • New • Knowledge- agencies political leaders – alternate modes of Transportation partnerships sharing and No demonstrated transportation to enable travel and National with training consultations commitment to by rail, water, or air. Transit Authority institutions, with regional Transport develop rail, water Main Outcomes: collaborate with universities counterparts, unions and air transport to • Increased traf�c volume and Civil Service and foreign universities, complement road reduced turnaround time at Agency, vocational study and foreign transport. sea and air ports. training institutions, programs study pro- Private sector • Increased access to rail Liberian universities grams transport and foreign study programs to build Local awareness and universities and know-how to vocational support a range training of transport institutions modalities. Operational Improve the ef�ciency and A network will • Expanded • Training ef�ciency – environmental sustainability of Cabinet and be expanded network programs Lack of skilled staff transport services nationwide. national to provide to provide will be and decentralized Main Outcomes: legislature decentralized transport developed in services across • More ef�cient and transport services services in consultation Liberia limit transport affordable rural and urban across Liberia regions with donor activities/programs. transport services while also • Increased partners, • Decreased road distress, expanding regional staff skills universities such as due to gross vehicle of�ces. Learning and know- and mass and road axel load opportunities will how vocational violations increase staff skills. institutions Transparency of Enhance hydrological and Ministry of Trans- • National • Enact into information – meteorological services, portation will Meteorologi- law the act Fragmented and non- to reduce transportation facilitate under- cal Agency to establish standard meteorolog- disruptions of services. standing around establishe a National ical and hydrological Main Outcomes: standards for na- • New know- Meteorologi- activities in Liberia • Increased public availability tional meteorologi- how in data cal Agency limit information and accuracy of information cal and hydrological communica- • Staff training on hazards such as on transport, hydrological services, and a tion, pro- and recruit- droughts, floods, and meteorological issues National Meteoro- cessing and ment storms, and excessive logical Agency will forecasting temperatures. be established. services 12