In order to better understand and respond to implementation failure, it is instructive to start with a big picture summary of what we think most people believe “development” to be. In this introduction video, Michael Woolcock discusses how a society undergoes a four fold transformation in its functional capacity to manage its economy, polity (political systems represent the aggregate preferences of citizens), society (rights and opportunities are extended to all social groups) and public administration (organizations function according to meritocratic standards and professional norms), becoming “developed” over time. You can watch the video below or on YouTube.
If you are interested in learning more, read Looking Like a State: Techniques of Persistent Failure in State Capability for Implementation.
written by Salimah Samji
Since the inception of the Building State Capability (BSC) program, the team has made over 50 presentations around the globe at places like the World Bank, IDB, ODI, SIDA, DANIDA, OECD, DFID, UNDP, USAID, and at several think tanks and universities. The positive feedback that we have received has encouraged us to conceive of a new way of sharing our approach with a wider and more diverse audience.
Today we are proud to launch the BSC video series – a set of short 2-5 minute videos highlighting the key elements of our approach, which we will release over the next few weeks.
We hope you enjoy the videos!
Happy New Year!
Building State Capability is the Center for International Development at Harvard University’s newest program. Since the inception, the team has published 13 UNU-WIDER working papers and made over 50 presentations around the globe.
As we head into the second year, we are pleased to share our new logo with you – see below. The logo captures some of our key considerations:
- Building metaphor: Building state capability is a complex task which takes time and effort.
- Blocks of diverse shapes and sizes: There are a multitude of tools that you can use. No one size fits all.
- Gaps in the sphere: Local context is paramount. You never start with a clean slate.
- Builders both inside and outside: You need multi-agent leadership at various levels.
written by Salimah Samji
The knee jerk reaction to building capacity is to organize more training workshops. These are taught by experts and held in fancy locations, with free-flowing food and refreshments. The attendees often do not include the front line workers who are ultimately responsible for implementation. In some cases attendees do learn new skills and are inspired to try them out, but they return to the same old organizations and systems – they are the only ones who changed. Then there is the case of technical advisors/assistants being parachuted into ministries to help build capacity. The reality however is that the job of these advisors is to perform functions and deliver results leaving no time to transfer skills or to build capability.
In a recent paper entitled, “Escaping the capability trap: turning “small” development into “big” development,” authors Campos, Randrianarivelo and Winning discuss the process used to build capacity in Burundi from 2006-2012. The World Bank Institute in collaboration with the government decided to launch a program whereby small initiatives would be launched to demonstrate quick and meaningful results that would in turn be showcased and used to generate political buy-in at cabinet retreats, ultimately expanding the program and sustaining a process of capacity building. They used Rapid Results Initiatives (RRIs) where small projects are created with measurable results in around 100 days. They began with a pilot of 2 RRIs in 2006 and had completed 246 RRIs by 2012. The authors consider Burundi’s experience as a “preliminary test” of the PDIA approach.
Initially the government was skeptical but agreed to conduct two small RRI pilots one in education and one in health. This process involved the entire chain of implementation actors and enabled these teams to learn what works and what does not. Team building and collaborative skills were necessary to ensure success.
- Education: The problem was that it took one year to deliver textbooks to village schools. The goal of the RRI pilot was to reduce this delay in a province to within 100 days. They delivered 25,000 textbooks within 60 days.
- Health: The problem was that there were few HIV/AIDS screenings of pregnant women in health care centers. The goal was to increase the number of screenings. They increased from an average of 71 per month to 482 in the first month, more than a six-fold increase.
The results of the pilots, as well as results from other African countries that had engaged in similar programs, were shared at a cabinet retreat. This helped create a shift in the mindset which allowed the methodology to be replicated in other ministries. In each retreat (4 in total) successful RRI experiences were shared, thus helping to build and sustain the authorizing environment. The results were impressive and include the suspension of payment to 728 ‘ghost’ individuals which saved the Ministry of Civil Service 60,000,000 Burundi Francs (US$ 470,000).
The authors quote the Ministry of Agriculture “leadership engagement from the top [the minister] right down to the base [even in decentralized provinces] encouraged a ‘spirit of results’ and mobilized people from all areas [the government administration as well as the local citizens] to work together to achieve what they wanted.” This is what Matt Andrews calls multi-agent leadership in his paper who really leads development?
Our recent untying development workshop had a session entitled new practice in action, which featured AGI’s work in Liberia, the Rapid Results Institute and the Innovations for Successful Societies at Princeton. You can watch the video here.
Bottom line: An RRI is one of many tools in the toolkit that espouses PDIA principles.
written by Matt Andrews
This is the last of the four common excuses that I hear about why PDIA cannot be done in development. If you are interested, you can read the first, second and third one.
Excuse 4: International development experts often tell me that PDIA is not possible because it implies that we are always muddling through. “How do I sell a muddled reform project ?”
I firmly believe that PDIA has its most value when we are in complex settings dealing with complex problems, where we don’t necessarily know the solutions or how to implement the solutions. In such situations one needs a process of finding and fitting relevant solutions that are unknown at first. This is where PDIA comes in and is useful .
If PDIA is used at the start of reforms in such contexts, one can find and fit solutions that have functional impact. A more traditional project process can be used once one knows (at least to some degree) what to do and how to do it. So you don’t need to muddle along forever… And PDIA is not about perpetual muddling – it is about structured, experiential learning.
written by Matt Andrews
This is the third of the four common excuses that I hear about why PDIA cannot be done in development. If you are interested, you can read the first and second one.
Excuse 3: International development experts often tell me that PDIA is not possible because it takes too long.
This is not true, especially when one considers the timing issues of traditional development projects. In my experience, many development projects last 5 years or so and deliver little more than new forms. These projects are then followed by a new project doing the exact same thing. Yes I know it sounds far fetched, but I see this in all countries and areas of development. So, if the counterfactual is 20 years of anti corruption reform in Malawi (that did not curb corruption) why say PDIA is too slow when it calls for crawling the design space for a year or two before we lock in a solution?
Second, traditional projects take ages to prepare (often one to two years). The preparation is largely passive, based on work in offices by project designers whose ‘product’ is the project design (not its implementation). PDIA offers much more with multiple active experiments and iterations in the context that lead to on the ground learning, capacity building, team and coalition building, experiential learning and active project design + quick wins. These gains far exceed those of many traditional project design phases, and yield projects that are already being implemented.
Iterative processes take multiple steps, but these are not necessarily long, can be much shorter than one step projects, and offers an opportunity for structured learning along the way. We need to use our time well and PDIA allows us to do this.
written by Matt Andrews
This is the second of the four common excuses that I hear about why PDIA cannot be done in development. If you are interested, you can read the first one.
Excuse 2: International development experts often tell me that PDIA is not possible because politicians will never support it.
Again, simply not true. It is true that many politicians will look for big projects promising large things. This is what I call signaling in my book and is a major constraint in many countries. I think it is facilitated by donors who offer large loans in response to big promises for best practice, which often leads to a ‘what you see is not what you get‘ situation. But my research shows that there are reforms that yield functional improvements in government. And studies of these reforms suggest that politicians can also welcome and support PDIA type processes that go beyond signaling. Where a locally felt problem exists, it is clear to me that politicians are often very interested in processes that promise real solutions. And many politicians are aware that these solutions need to emerge gradually so that they are properly authorized and capacitated.
So a PDIA approach of active and iterative engagement is not foreign or unwelcome in such situations. Indeed, I see many politicians creating a holding environment for such engagement. These politicians value the tight feedback loops and the rapid opportunities to learn and build capacity in their organizations. They also like the quick wins, especially when these wins feed into broader narratives about solving problems and promoting development. Indeed, tight iteration may overcome the time inconsistency problem we often see in reform (where politicians need results quicker than a large multiuser project can deliver). Read the Burundi post for an example.