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Implementation

Policy Implementation: A Research Agenda

Suvojit Chattopadhyay's picture
The components of a bureaucracy are defined not by individuals but by positions that make up the structure
 
A common notion in public policy is that policy-making and implementation are divorced from each other, in the sense that politics surrounds decision-making activities (to be carried out by the elected political leadership) while implementation is an administrative activity (to be handled by bureaucracies). However, researchers have found that such distinctions are not helpful in understanding policy implementation in developing countries.
 
An ideal bureaucracy is an efficient implementation machine. Bureaucracies comprising appointed officials are supposed to possess technical knowledge and the skills for professional organisation. The components of a bureaucracy are defined not by individuals, but by the positions that make up the structure. Max Weber conceptualised bureaucracy as the supreme form of organisation, where bureaucrats are expected to be true to their position and follow hierarchy and the rules that govern the organisation. Researchers such as Willy McCourt (University of Manchester) have also shown that a meritocratic and rewarding work environment and operational autonomy from the political leadership can help public bureaucracies deliver better than even the private sector.

What is a Theory of Change and How Do We Use It?

Duncan Green's picture

I’m planning to write a paper on this, but thought I’d kick off with a blog and pick your brains for references, suggestions etc. Everyone these days (funders, bosses etc) seems to be demanding a Theory of Change (ToC), although when challenged, many have only the haziest notion of what they mean by it. It’s a great opportunity, but also a risk, if ToCs become so debased that they are no more than logframes on steroids. So in internal conversations, blogs etc I’m gradually fleshing out a description of a ToC. When I ran this past some practical evaluation Oxfamers, they helpfully added a reality check – how to have a ToC conversation with an already existing programme, rather than a blank sheet of paper?

But first the blank sheet of paper. If you’re a regular visitor to this blog, you’ll probably recognize some of this, because it builds on the kinds of questions I ask when trying to understand past change episodes, but throws them forward. Once you’ve decided roughly what you want to work on (and that involves a whole separate piece of analysis), I reckon it’s handy to break down a ToC into four phases, captured in the diagram.

Multistakeholder Initiatives: Are they Effective?

Johanna Martinsson's picture

The Extractive Industries Transparency Initiative (EITI), the Kimberly Process, and the International Aid Transparency Initiative (IATI) are just a few examples of major Multistakeholder Initiatives (MSIs). Through comprehensive deliberative processes, involving a broad set of stakeholders from governments, private sector, and civil society, MSIs form and adopt new norms, which they seek to make part of the global agenda, and implement on the ground. MSIs gained traction in the late 1990’s, as a means of filling “governance gaps,” due to the failure of existing structures and processes, and as a means to solve problems through collective action. Lucy Koechlin and Richard Calland, have identified five functions of MSIs: 1) dialogue/forum, 2) institution building, 3) rule setting, 4) rule implementation and 5) rule monitoring.

As the use of MSIs is fairly recent, it might be too soon to question their effectiveness. However, Koechlin, Calland, and N.K. Dubash have identified challenges in their analysis of the EITI and the World Commission on Dams. These challenges, involving effectiveness, legitimacy and accountability, can impede a successful outcome.

Publish and the Problem Will Go Away?

Johanna Martinsson's picture

Transparency International’s (TI) 2010 Corruption Perceptions Index provides a rather bleak picture of the current state of corruption around the world. With more than half of the 178 indexed countries scoring below five on a 10 point scale (with 10 being “very clean”), corruption remains a major impediment to development.  Thus, TI is now advocating for stricter implementation and monitoring of the United Nations Convention Against Corruption (UNCAC), a global legal framework that came into force in 2005 to help curb corruption. The Convention’s 140 signatories’ will be under review for the next three years for their efforts in fighting corruption.  TI further recommends that focus should be given to areas such as, “strengthening institutions; strengthening the rule of law; making decision-making transparent; educating youths and setting up better whistle-blower protection schemes.”  As a matter of fact, anti-corruption measures will be discussed at the G-20 summit taking place in Seoul next week.  However, Christiaan Poortman, TI’s Director of Global Programmes, is skeptical as to whether it will produce any major changes at the governance level. 

At The Cutting Edge of Governance: Final Day

Sina Odugbemi's picture

The third and final day of the workshop on 'Implementing Effective Country Level Governance' (Cape Town, South Africa) looked to the future. But, in a sense, it was not possible to look ahead without looking back at the same time. Again and again, participants reflected on the amazing road already travelled. Stories were told of the time when the World Bank and other donors would not discuss the terrible scourge of corruption in developing countries, let alone the role of politics and political institutions in either enabling or hampering development results. Yet now, all these things are part of not only the agenda but concrete practice in the field. A director summed up the state of play succinctly:

Development in an Imperfect World: Lessons from the Field Part 2

Rajeev Ahuja's picture

To follow up on my last entry, I'd like to highlight a few more lessions I've learned in my five years at the Bank and share some aspects of the "inner workings" of my job in development. Click here to read the introduction and the first three lessons.

Let me spell out a few more of these lessons that I've learnt as a Health Economist.

4. Don’t be “means” wise and “ends” foolish
No matter where you are along the results chain at any given time, it’s important to keep an overall perspective and stay focused to reap the payoffs at the end. This is necessary so that no input, activity or process blocks or slows down your movement along the chain. The further you go along the chain, the more compelling it becomes to cover the remaining distance. For example, having achieved a policy change for introducing new technology, hired the personnel, provided them training, straightened out logistics and supply issues, it becomes all the more necessary not to hold up supplies for some silly procurement procedure.

When you do win, then the hard work starts

Scott Poynton's picture

I’ve been reflecting on further lessons learned from our project that I could share with everyone. I’ve come up a number and they’re all interlinked. The first is that inevitably when you’re implementing innovative projects in complex contexts, you’re going to need to work with partners.