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3investment; human capital development; strengthening of the public sector’s ability todeliver quality services and create an enabling business environment; and naturalresource management to reduce degradation and develop eco-tourism.2.6 SAC-I was the vehicle to initiate reforms centered on opening the economy tointernational competition and integration into the world economy. The PAIGEP, anextension of the capacity building efforts undertaken under the FY89 EconomicManagement and Social Action Project (EMSAP), 3 was to assist the public administrationin implementing the reform program while the PATESP was to assist in movingdecisively on reforming the Public Enterprise (PE) sector and promoting private sectordevelopment (PSD). SAC-II was to deepen and broaden reforms, with a particularemphasis on PSD. Both TA operations were meant to mitigate the implementationcapacity risks associated with the reforms. The implementation period of the fouroperations ran from 1997 through 2002.3. The Public Management Capacity Building Project(PAIGEP)BACKGROUND3.1 The project was a follow-up to the Economic Management and Social ActionProject (EMSAP) mentioned earlier which had identified weaknesses in economicmanagement and public finance (budget formulation, expenditure programming, PEreform) and in governance (census and management of public sector employees).Implementation had also revealed inadequate data and tools for policy formulation and alack of capacity to provide adequate public services. Thus, the project was to supportGOM in implementing the reform program by building its capacity in policy-making, inpublic resource management, and in governance.OBJECTIVES AND DESIGN3.2 The objectives were to assist in (i) improving economic management and(ii) addressing governance issues, specifically: (a) a more effective effort to identify,define, implement and monitor economic policies; (b) raising the capacity and efficiencyof the civil service in a context of a redefined role of the state and an on-goingdecentralization process; and (c) making effective the "rule of law" and improving thesecurity of business transactions through the independence and increased effectiveness ofthe judiciary. Support consisted of TA, training and equipment. There were sevencomponents, four corresponding to the first objective, and three to the second one:3 Economic Management and Social Action Project, Report No. 7410-MAG, October 27, 1988. Implementation Completion Report,Report No. 16272, February 6, 1997. The largest component of the EMSAP was the Social Action Program, a program of emergencyactions for the disadvantaged and vulnerable groups.