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 Periodical article |
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| Title: | Lessons from Institution Building in Kenya |
| Authors: | Catlett, Marcus Schuftan, Claudio  |
| Year: | 1994 |
| Periodical: | Public Administration and Development |
| Volume: | 14 |
| Issue: | 2 |
| Period: | May |
| Pages: | 153-168 |
| Language: | English |
| Geographic terms: | Kenya United States |
| Subjects: | institutions health aid development cooperation management Development and Technology Politics and Government |
| External link: | https://doi.org/10.1002/pad.4230140204 |
| Abstract: | The problem of 'leaving something functioning in place' has haunted development projects for decades. Dusty, unread assessment reports and broken-down equipment are often all that remain of multimillion dollar development projects. In view of this pattern of failure, donors have sought alternative ways to focus their development efforts. Among the most popular new approaches is institution building. This article examines what is entailed by embarking on institution building, and points out some of the many structural obstacles to its achievement, particularly in large, donor-financed projects involving expatriates in developing countries. The observations arise from the authors' roles as insiders, working over a three-and-a-half-year period in a USAID-funded health information and planning project in the Ministry of Health in Kenya. Problems identified include flawed needs assessments; overambitious project designs; poor selection and briefing of consultants; and countervailing vested interests on the part of external agents. Recommendations include narrowing the gap between development rhetoric and reality; more careful project formulation; greater emphasis on in-house training; more careful selection of project team leaders; and the provision of funding for post-project sustainability evaluations. Sum. |
