The programme document has been shared with the Ministry of Planning and Economic Affairs, the World Bank, European Union, UNDP, USAID/Office of Transition Initiatives (OTI), African Development Bank (ADB), Department of International Development (DFID/UK): and Open Society Initiative for West Africa (OSIWA). Negotiations with the donor agencies and the NTGL are underway to secure costs-sharing arrangements.

3. Initiating Programme Implementation

(a) Nationwide consultation

The basic principle underlying the Commission’s delivery strategy is the active involvement of the people of Liberia in the reform process. To this end, a robust nationwide consultation initiative has been put into motion since the beginning of September 2004. The objective is to involve the Liberian people in determining the direction, focus and content of the reform process and recommended measures. The strategy also intends to create a national constituency behind proposed reform measures with the aim to ensuring that the measures are implemented by incoming governments. Figure 1 shows the elements of the initiative that is currently underway.

Specifically, the consultation sessions will: (a) collect views and opinions from a cross-section of Liberians in urban and rural areas on the different reform issues; and (b) stimulate debates on issues related to needed reform measures nationwide. Those to be consulted, will include traditional, religious and cultural leaders; elders and Zoes; teachers; women; students/youths; community organisations and special interest groups.

Figure 1: Key Interventions of the Nationwide Consultation Initiative

Rounded Rectangle: Nationwide
Consultation
Initiative

The Country has been divided into five (5) regions for the purpose of the consultation and town meetings shall be held in the below listed cities with participants from the districts within the following five regions:

Western Region: Robertsport and Tubmanburg

Central Region: Gbarnga and Sanniquelie

Eastern Region: Harper, Zwedru, Greenville,

Fishtown and Barclayville

Southern Region: Buchanan, Cestos City and Kakata

North Western Region: Voinjama and Bopolu

Monrovia and its environs are treated as a separate entity for the nationwide consultation. The locality has been divided into the following seven (7) zones in which the town meetings are to take place respectively:

1. Central/Sinkor

2. Busrod Island

3. Congo Town/Paynesville

4. Gardinersville/Bardnersville

5. Brewersville/Virginia

6. Douzon/Kinggray/Schefflin

7. Settlements (Millsburg, Arthington, Bentol

Assessment missions have been undertaken in the seven zones in Monrovia and its environs. Zone leaders have been identified and an orientation meeting with the leaders to arrive at a common ground on the structure, content and outcome of town meetings shall take place 7 and 8 October 2004. Assessments in other parts of the country are to begin mid-October.

The first of 10 planned Public Interactive Fora (PIF) was held 31st August at the Monrovia City Hall. About two hundred (200) persons attended and many more followed the discussion on the airwave. The issue considered was “corruption in public places”. A consensus emerged: corruption is the disease eating at the heart of the development process of Liberia, and one that needed to be treated with vigour and urgent emergency measures need to be put in place to promote good governance.

(b) Revisiting the mandates and structures of Ministries and Public Agencies

Activities aimed at harmonising the mandates and structures of public institutions have begun. The objective of this initiative is two-fold: (1) to improve public sector delivery capacities and minimise wastage in the use of public resources; and (2) to ensure effectiveness, transparency, accountability, performance and harmony in public institutions.

Letters have been sent to all ministries and agencies inviting each to constitute in-house reform teams and thereafter forward names of team members to the Commission. Responsive rate is encouraging. The various in-house reform teams shall be constituted into one team to be known as the Public Institution Reform Team (PIRT) to be chaired by the Executive Director of the GRC and co-chair by the Liberian Institute of Public Administration (LIPA).

As you already know, the team shall be charged with the task to conduct a review exercise on mandates and structures of government ministries, public corporations and agencies, and prepare a draft report containing appropriate recommendations.

( c) Liberian civil servants census

Search was initiated during the reporting period to identify and engage the services of a 4-person census team. Responses from prospective consultants have been received. The team shall be contracted after the selection committee has completed its work. Information from the census will:

Ø Establish who is present and actually working in the Liberian Public Sector.

Ø Provide, as best and accurately as feasible, a general impression of the quality and size of the current contingent of public employees.

Ø Provide an indication of how the recruitment process has been applied.

Ø Describe the structure and characteristics of public employees paying attention to job titles, education, tenure, gender, and method of employment.

Ø Generate baseline information for an integrated personnel and payroll database for the public service.

(d) Resource mobilisation and utilisation

The total programme cost is estimated at US$1,858,730 (see Annex I). During the reporting period, a specific request was made to the ADB to the tune of US$145,000 to support the Commissions’ nationwide consultation initiative. We should be getting a response following the Bank’s Grant Committee’s meeting, which is scheduled in October 2004. A second request was made to the OSIWA to the tune of US$223,200. That request is being considered.

Follow–up discussions have been held with the Department of International Development (DFID) on our earlier request. Detailed discussions on the modalities for accessing the funds are underway, and hopefully these will be concluded before October ends. Discussions with the European Union (EU) and the World Bank (IBRD) are still on-going. Assuming the respective requests in the pipeline (ADB, OSIWA and DFID) are granted favourably, there is a resource gap of US$ 851,000 (see Annex III).

Meeting the budgetary support cost (Commissioners' honorarium and Secretariat staff salaries) is where the difficulty lies. The estimated cost is US$348,750, representing approximately 18 % of the total programme costs (see Annex II). By regulations, donors are willing to support programme activities and not personnel support. Consequently, resources mobilised from donors are earmarked for the implementation of programme activities. This means that the Government of Liberia will have to provide an additional US$208,750 needed. Not only will this addition meet the budgetary support cost, but will also demonstrate the Government’s commitment to ensuring a better and stronger Liberia.

A total of US$125,000 has been received from the UNDP for programme activities. An additional US$36,000 has been received from the Government of Liberia for budgetary support services compared with the US$2,728,000 which was reported to you as budgetary expenditure made by the NTGL on the various commissions between February and June 2004.

To date, US$115,828 has been spent or obligated since April 2004 when the Commission started work. Annex IV(a) (GOL account) and IV(b) (UNDP account) give a breakdown of the use of funds during that period.

III Planned Activities for Next Quarter

Activities scheduled in the Commission’s work plan for the 4th quarter of 2004 shall be undertaken pending the availability of funds. Work shall be concentrated on:

Ø Conducting the Nationwide Consultations through out the country

Ø Conduction the national Civil Servants Census

Ø Initiating the first phase of the public institutions

Ø reform exercise

Ø Mobilising required resources

Exact activities to be carried out are to those reflected in Box 2.

Box 2: Priority Activities for 4th Quarter 2004

Programme Areas

Planned Activities

Nationwide Consultation

Ø Hold orientation meeting with leaders in Monrovia and environs

Ø Conduct assessment mission in the designated regions outside of Monrovia

Ø Organise town meetings in at least 2 regions and all seven zones in Monrovia and environs

Ø Organise radio call-in programmes for the entire quarter airing at least 3 times weekly

Ø Create website through which Liberians in and outside of Liberia can exchange views on needed reform measures and make contributions

Civil Servants Census

Ø Assemble and Commission census team

Ø Design and conduct census

Ø Process and tabulate census results

Public Institutions Revision

Ø Organise national reform team orientation session to agree on review strategy and work schedule

Ø Engage services of consultants to work with reform team

Ø Review mandates and structures and make recommendations

Resource Mobilisation

Ø Prepare proposals to be submitted to the European Union and the World Bank respectively

Ø Hold dialogue with NTGL Chairman to increase its share of the total GRC programme cost by an additional US$225,000

IV Critical Issues for Consideration

Hon. Speaker, ladies and gentlemen of this Honorable body, we like to observe with a degree of satisfaction that, consistent with the GRC’s recommendation of June 30^th 2004, the appointment of superintendents is proceeding within an environment of very healthy consultations. Our people are generally satisfied with your decision on the process and with their participation. We thank the Honorable Assembly for its continued support for the people’s participation in the reform process.

Today, the Commissioners have the honour to place on your table three issues for your consideration: (i) strengthening local governance administration; (ii) the need for Government to get its priority right particularly in the allocation of budgetary resources; and (iii) enhancing accountability and transparency in public transactions.

1. Strengthening Local Governance Administration

Following consultations with the Ministry of Internal Affairs, some development actors and out of lessons learned from the Sierra Leonean experience[2], the GRC now puts forward a proposal that harmonizes and consolidates into a single technical entity what would otherwise become three parallel local structures with virtually identical objectives. The respective structures are: (i) the appointment of county and statutory districts Superintendents; (ii) UNMIL assigned civil affairs officers; and the Transitional Recovery Teams in the RFTF. In the absence of a coordinated framework their respective efforts could be counter productive.

First of all, and consistent with the Result Focused Transition Framework (RFTF), the Transition Recovery Teams (TRT) should be a technical organ situated in the Superintendent's office with primarily role of supporting rehabilitation efforts in the county of assignment. Its essential responsibilities should be to guide recovery activities, formulate recovery plans and assure quality of projects’ outputs.

The calibre and competence of individuals who will serve in these positions is vital. The quality of service provided by the team will constitute a most crucial ingredient for inspiring the cooperation of various development partners. It is important, therefore, that Assistant Superintendent for Development (ASD) and sector representatives on the County Development Committee (CDC) are professional individuals, each of whom possesses at least bachelor degrees in relevant discipline and minimum five years of experience working in the development field. Recruitment for these positions must be on competitive basis.

A review exercise to achieve this objective is currently underway. When concluded, we urge the honourable house to lend its fullest support and approval of the recommendation and take the necessary action to ensure the objective is achieved.

2. Getting National Priorities Right Using The Budgetary Mechanism

One of the core elements of good governance is getting the national priorities right. Recent unfolding events together with national and international pronouncements clearly suggest that our national priorities have been upside down. The Budgetary process is one mechanism by which national priorities are determined, established, and executed. Furthermore the basic assumptions that determine content and resource allocation are vital to establishing national priorities. Assumptions related to desired growth rates, inflation and sectoral needs are of essence.

An analysis of the 2004-2005 national budget supports the observation that priorities are not rightly established. For example, misplaced priorities can be found in a number of areas within the budget including the following:

(a) Misspecification of objectives

Budgets should achieve goals and should not be in isolation of macroeconomic targets. To the contrary our national budget lacks macroeconomic policy orientation. Macroeconomic targets such as expected GDP growth rate, rate of inflation, wage policy, pricing policies and monetary policies are normally established within the framework of the national economic policy objectives set by Government. These policies set benchmarks and standards for setting of national priorities, the direction and evaluating the performance of the economy.

While a post-conflict situation does not allow sophistication, at least some simple development objectives with set targets could have been established. The mandate of the NTGL with respect to resettlement, reintegration and rehabilitation should therefore be prioritized in the allocation of budgetary resources. In addition, the overall programme objective and results of the NTGL are clearly stated in the RFTF. As cost sharing arrangement, the Government is under obligation to meet some of the essential costs in producing the results. There is no clear linkage to the budget for achieving these set of results in the budget.

It is recommended that the NTLA takes a more active role with the highest degree of seriousness to ensure that the budgetary process assist in getting our national priorities.

(b) Misplaced priorities on supporting a welfare system rather than programmes

The 2004/2005 budget is heavily biased against programme and in favour of payout to workers. Personnel expenditure or wages of public sector employees represent the largest single item in the budget, amounting to US$41,728,356 or 52%. Assuming an average monthly wage of LD$1,000 per employee the allocated amount for personnel services expenditure implies that the number of people receiving wages is not fewer than 170,000.

This situation understandably results from the prolonged instability and economic retrogression that have plagued Liberia in the last two decades. As it were, under normal economic conditions and stability such a phenomenon would imply a bias for supporting a welfare system as opposed to enhancing development priorities. Expectedly, as the wellbeing of the State improves, the personnel payroll share to development share would switch appropriately. A better system of allocation might have resulted in some form of personnel redeployment without undermining the need for ensuring income for survival.

(c) Misplaced priorities on wants rather than needs

The Security Service Sector accounts for a sizeable 14.84% of the budget. Establishing a rational justification for the nearly 15% allocation would be difficult given that under the Accra Comprehensive Peace Agreement, UNMIL is primarily responsible for national security. One would have thought that in order to exert greater impact on short-term rehabilitation and reconstruction, the security allocation could have been reduced by at least 50% and the balance reapplied to say the Education, Health, water, roads Public Works and Rural Development sub-sectors.

Enhancing these sub-sectors with increased funding should indeed facilitate resettlement of our displaced population to their original bases. Given existing road conditions and food shortage in the country, reintegration and resettlement would be difficult for returnees and displaced persons to resettle in their places of original counties, when Public Works and agriculture sectors are allotted a merger share of 3.65% and 1.39 % of the budgeted resources respectively. As a case in point, the disarmament process is currently being impaired as a result of the bad road conditions through out the country. Allocation to labour intensive infrastructure improvement would also have an effect of job creation and positive implications for civil service redeployment.

3. Enhancing Accountability and Transparency

The lack of accountability and transparency in government operations, including restriction on information regarding the decision making process, is contributing to the growing crisis of confidence in the NGTL. There are a number of institutions whose functions are intended to ensure public accountability. One of such institutions is the General Auditing Commission established by the Liberian Constitution as an autonomous agency. An independent agency, the General Auditing Office (GAO) was established by an act of the National Legislature in 1956, and revised in 1972 (Chapter 53 Executive Law of 1972) to perform the day-to-day activities of the Commission. The law, as it is today, has eroded the independence of the Commission to be objective in its work and to report its findings without fear or favour. For example the following provisions are found in the law[3]:

Ø The Auditor General and the Deputies shall be appointed by the President, by and with the advice and consent of the Senate.

Ø The Auditor General shall be appointed for a term of office four years and shall be eligible for reappointment.

Ø The Auditor General shall be removed by the President for gross malfeasance or gross nonfeasance in office or for mental physical disability or in- competence.

Ø The Auditor General shall submit to the Legislature an annual report on the activities of the General Auditing Office and on the results of his audits

Ø All regular reports of audits of Government agencies and Government organizations shall, in addition to being submitted to the president, be transmitted to the heads of the affected agency or organization and to the Ministry of Finance (53.8)

A situation has come about as a result of inadequate laws to ensure that the Auditor General Office operates as a major organ for enhancing transparency and accountability in public transactions. Section 53.9 of the law stipulates that “whenever the President directs, the Auditor General shall inquire into and report on any matter relating to the financial affairs of the Government or to public property and on any person or organization receiving or seeking financial aid from the Government”.

In accordance with this law, the Chairman of the NTGL requested the Auditor General to audit the government travel account for the three-month period January through April 2004. By all account, the audit should have been completed by now and the report submitted. Although the account is a public account, the public does not and may never know of the findings of the audit. We submit the public needs to know the outcome of the audit. We also believe that the law of 1972 violated the intent and spirit of the Constitution which established the GAO as an autonomous body exempt from interference by the Executive Branch of Government.

It is therefore our recommendation that to protect the public interest and enhance accountability in government, your Honorable body should repeal the 1972 law and enact appropriate legislation consistent with the constitution to make the GAO autonomous with reporting directly to your body.

A final word on the issue of accountability: The lessons of experience have shown that exposure of acts of violation of the public trust in the use of public resources can make a major contribution to efforts to address corruption in the society. One may call this the "name and shame" process.

As a first step in this direction, the GRC is establishing the “Nmumanu” Award to the most outstanding person, official and/or institutions who have betrayed the public trust.

ANNEXES
Annex I: Summary of Programme Budgetary Requirements April 2004 and June 2005[4].

Description	April - Dec. 04	Jan. - June 05	Total
Commissioners (7)
Honorarium	78,000	84,000	162,000
Transport Allowance – Lump sum	35,000	-	35,000
Secretariat Staff Salary	50,250	91,500	141,750
Sub-total	163,250	175,500	338,750

Direct Programme Outputs Costs Without Office Equipment & Supplies
CSA Capacity Building	101,000	73,250	174,250
Civil Servants Census & Data Base	146,850	30,000	176,850
Civil Service Rules & Regulations	111,150	-	111,150
Public Officials Code of Conduct	60,400	40,750	101,150
Institutions Mandates & Structures	18,700	163,400	182,100
Decentralization Structures & Systems	-	179,400	179,400
Strengthening GRC Operational Capacity	68,580	99,000	167,580
Sub-total	506,680	585,800	1,092,480

Nation wide Consultations	210,000	51,000	261,000
Facilities and Administration
Office Premises (repairs)	38,000	-	38,000
Non-Expendable Equipment & Supplies	90,000	10,000	100,000
Printing & Publication of Reports	5,000	8,000	13,000
Monitoring & Evaluation	2,000	3,500	5,500
Office Operation	4,000	6,000	10,000
Sub-total	139,000	27,500	166,500
Total	1,018,930	839,800	1,858,730

Annex II: Detailed Breakdown of Programme

Resource Requirement April 2004-June 2005

From NTGL Contribution

Budgetary Item	April 04 -Dec. 05	Jan – June 05	Total
COMMISSIONERS (7) Honorarium &US$2,000/Month Transportation Allowance @US$5,000/Commissioner for entire period	78,000 35,000	84,000 -	162,000 35,000
Sub Total	113,000	84,000	197,000
SECRETARIAT Executive Director Adm/Finance Officer Senior Programmer (2) Admin Assistant Secretary Public Relations Officer Driver (2) Office Security (2) Cleaner/Messenger	10,000[5] 7,200 18,000[6] 4,800 1,800 6,600 1,400 300 150	30,000 7,200 36,000 4,800 3,600 6,600 2,400 600 300	40,000 14,400 54,000 9,600 5,400 13,200 3,800 900 450
Sub Total	50,250	91,500	141,750
OPERATIONS Office Equipment Maintenance Bank Charges Miscellaneous	1,500 800 1,700	2,100 1,200 2,700	3,600 2,000 4,400
Sub Total	4,000	6,000	10,000

TOTAL	167,250	181,500	348,750

Annex III: Programme Activities Where

Resources are Still Needed

Description	Total Required	Amount already Negotiated or Under Discussion	Existing Gap
Commissioners (7)
Honorarium	162,000	90,000	72,000
Transport Allowance – Lump sum	35,000	0	35,000
Secretariat Staff Salary	141,750	40,000	101,750
Sub-total	338,750	130,000	208,750

Direct Programme Outputs Costs
Without Office Equipment & Supplies
CSA Capacity Building	174,250	46,150	128,100
Civil Servants Census & Data Base	176,850	76,850	100,000
Civil Service Rules & Regulations	111,150	105,000	6,150
Public Officials Code of Conduct	101,150	0	101,150
Institutions Mandates & Structures	182,100	64,650	117,450
Decentralization Systems	179,400	0	179,400
Strengthening GRC Operational Capacity	167,580	167,580	0
Sub-total	1,092,480	460,230	632,250

Nation wide Consultations	261,000	261,000	0
Facilities and Administration
Office Premises (repairs)	38,000	38,000	0
Non-Expendable Equipment & Supplies	100,000	90,000	10,000
Printing & Publication of Reports	13,000	13,000	0
Monitoring & Evaluation	5,500	5,000	0
Office Operation	10,000	10,000	0
Sub-total	166,500	156,500	10,000
Total	1,858,730	1,007,730	851,000

Annex IV (a): GOL Account: Income and Expenditure Statement for Period April-September 2004[7]

		Quarter I			Quarter II
Account	Total	April	May	June	July	August	September
Commission Honorarium
Commissioner E. J. Sirleaf	12000	2000	2000	2000	2000	2000	2000
Commissioner E. Townsend	12000	2000	2000	2000	2000	2000	2000
Commissioner L. Bruthus	12000	2000	2000	2000	2000	2000	2000
Commissioner D. Kotie	14000	4000	2000	2000	2000	2000	2000
Commissioner J. Alphonso S. Nimene	8000	-	-	2000	2000	2000	2000
Commissioner Ijoma Flemister	6,000	-	-	-	2000	2000	2000
Sub-total	64,000	10,000	8,000	10,000	12,000	12,000	12,000

Secretariat Staff

Admin. Finance/Officer	4800			1200	1200	1200	1200
Media/Liaison Officer	6600	1100	1100	1100	1100	1100	1100
Secretary	2400	-	-	-	800	800	800
Driver	100	-	-	-			100
Sub-total	13900	1100	1100	2300	3100	3100	3200

Office Operation

Media Relations	371
Office Maintenance	860		400	316	110	34	-
Office Supplies	1931		775	657	228	271	-
Fuel for Generator	1218		0	200	610	408	-
Bank Charges	1286		619	20.00	647	0	-
Miscellaneous	1114		250	268	413	183	-
Sub-total	6780	-	2044	1461	2008	896	-

TOTAL EXPENDITURE	84,680	11,100	11,515	13,761	17,108	15,996	15,200
TOTAL RECEIPTS	36,000	30000			6000
BALANCE	-48,680

Annex IV (b): UNDP Account: Income and Expenditure Statement for Period

July-September 2004

Code	Account	Total	Quarter II
Code	Account	Total	July	August	September
71200	International Consultant	-	-	-	-
71300	National Consultant	-	-	-	-
71600	Travel and DSA	-	-	-	-
71650	Monitoring & Evaluation	-	-	-	-
72005	Office equipment	21,650	-		21,650
72500	Office Supplies & Stationery	49	-	20	29
74000	Training/Workshops /Consultations	2,329	-	1,785	544
74210	Printing & Reporting	1,550	442	240	868
74500	Office Operations/Premises (Miscellaneous)	1,675	-	89	1,586
75105	Facilities & Administration	3,895	439	1,154	2,302


	TOTAL EXPENDITURE	31,148	881	3,288	26,979
	TOTAL RECEIPTS	125,000
	BALANCE	93,852

Annex V: Commission Mandate

The general purpose of the Commission is to “promote the principles of good governance in post-war Liberia”. More specifically, the Commission is mandated to:

a. Review the existing programme for the promotion of good governance in Liberia, with the objective of adjusting its scope and strategy for implementation.

b. Develop public sector management reforms through assessment, reforms capacity building and performance monitoring.

c. Ensure transparency and accountability in governance in all government institutions and activities, including acting as the Public Ombudsman.

d. Ensure subsidiary in governance through decentralisation and participation.

e. Ensure a national and regional balance in appointment without compromising quality and integrity.

f. Ensure an enabling environment which will attract private sector direct investment.

g. Monitor, assess and report to the NTLA on the implementation and impact of activities undertaken to the practice of good governance in Liberia.

[1] In addition to the six, the Commission shall support, cooperate and work with other partners who have reform assignments with the view to ensuring that the comprehensive transformation inscribed in the RFTF is achieved. They include those dealing with judiciary, economic and financial management, security, police, civil society, human rights, media and community development. Objectives and intended interventions for each outcome are shown in Box 1.

[2] A mission, headed by the Minister of Internal Affairs with UNDP and GRC participating, was fielded to Sierra Leone in August. The mission report shall be submitted in a few weeks.

[3] Executive Law …….. as reproduced in 1998

[4] A programme evaluation exercise shall take place in December/January following which a work programme and corresponding budget shall be prepared for the remaining life span of the GRC to be a part component of this Programme.

[5] Four months (July-October) payment of salary met by UNDP as a TOKTEN

Fellow

[7] * Commissioner Kortie was paid US$2,000 for the month of May, as hs on duty getting the Commission started.

* Commission honorarium for August and September have not yet being paid

Programme Outcomes	Intended Interventions to Produce the Outcomes	Primary Objectives of Outcomes
*Programme Component I: Public Sector Reform and Management*
*Outcome 1:* Improved management of the flow and stock of the Liberian Civil Servants	Conducting a National Civil Servants Census to streamline a Civil Servants Roster showing number and characteristics of persons actually present and working	(1) To establish the actual size and characteristics of the public service (2) To create a benchmark for future recruitment and management of civil servants
	Establishing personnel and payroll data bank using the results of the National Civil Servants Census
*Outcome 2:* Improved effectiveness of the Civil Service Agency	Strengthening the Civil Service Agency (CSA) by improving staff performance and basic operational office logistics to undertake essential tasks during the interim period	To provide a point of departure for strengthening the organisational effectiveness of the CSA management and delivery capabilities in preparation for a reformed CSA
*Outcome 3:* Transparent regulatory frameworks for promoting public sector accountability and protecting public servants rights	Harmonising and streamlining Civil Service rules and procedures for recruitment, promotion, conduct, discipline, pay scale fixation, and performance evaluation	(1) To improve public sector performance (2) To ensure transparency and accountability and reward and punishment systems
	Consolidating and harmonising a Code of Conduct for public officials
*Outcome 4:* Effective and productive service delivery public institutions and agencies	Streamlining mandates and structures of Government ministries, Public Corporations, and Autonomous Agencies	(1) To improve public sector delivery capacities and minimise wastage in the use of public resources (2) To ensure effectiveness, transparency, accountability, performance and harmony (3) To establish a functioning meritocracy
*Programme Component II: Local Governance Reform for Service Delivery*
*Outcome 5:* Improved participation of the Liberian people in the governance and development process	Redefining the structures, mandates and interrelationships of central and local governance and proposing for post-war Liberia decentralized political and socio-economic structures and systems	(1) To ensure effective participation of the people in the decision making and development processes (2) To redistribute employment and development opportunities throughout the country
*Programme Component III: Strengthening Programme Management Capacity of the GRC*
*Outcome 6*: Effective identification and specification of governance reform measures and institutions	Building a strong GRC with adequate managerial, technical and analytical capabilities and logistics to produce high quality reports and feasible recommendations	(1) To ensure reform deliverables as contained in the RFTF are delivered and overall reform exercise properly coordinated (2) To develop a shared national vision around which the reform measures and future policies and programmes are to be designed.
	Preparing a Project Support Document to formulate a shared national vision