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Sierra Leone

Better Public Sector Projects Which Don't Matter?

Nick Manning's picture

SDM-IN-042 World Bank In last week’s post, I asked whether Governance and Public Sector Management (GPSM) projects are having much large scale impact. It is tempting to reduce this to the question of why don’t development projects which focus on this work more often (although their track record is perhaps not as limited as some reviews of donor assistance might suggest). From this starting point, recent thinking suggests that donor rigidity and project designs which fix the visible form without improving the underlying public management function are the problem.   
 
The remedy, as set out most prominently in “Problem Driven Iterative Adaptation” and in the World Bank’s own Public Sector Management Approach, suggests that we should focus on the de facto rather than the de jure and adapt the nature of our support as project implementation unrolls. Problem-driven iterative adaptation (PDIA) approaches are referred to in recent reforms of Ministries of Finance in the Caribbean and reform approaches in Mozambique and in Burundi. Bank interventions in Sierra Leone and in Punjab have been cited as examples of this approach in practice.

Beyond Stuff: Capacity as a Relational Concept

Richard Mallett's picture
What are we talking about when we talk about capacity? The answer should be straightforward, given that ideas of “capacity” and “capacity building” frame the way many of us think about – and do – development. But so often the response is fuzzy and unclear (kind of like “resilience”). This post tries to clarify things a little.

From “filling deficitsto “working politically”

When most people talk about capacity, they actually mean either “stuff” – resources and equipment – or hard skills in some technical discipline. This is the obvious starting point: without proper medical facilities or trained staff, how can a local health clinic do its job? Which is probably why so many capacity building programs try to fill deficits by giving stuff and providing technical training. But often the real problems confronting service providers have nothing to do with what's available in a tangible or technical sense – this might be a symptom, but it's not the root of the problem. So what do we then do in terms of thinking about capacity?