Public financial management strategies fail because they aren’t scaled to local political and administrative norms. This paper examines whether or not Sweden could apply their own PFM moves to support global reforms in Cambodia and Mozambique.
This working paper centers around the potential failure of Public Financial Management reforms in developing countries. Research and practice needs to better account for the influence of distributed agents to better account for the reform success.
Public sector reforms in developing countries fail frequently because decision makers ignore the context in which they are placed. Here, PDIA is used to retell the story of a reform that has been limited.
International development agencies provided immense support to South Sudan between 2005 and 2011. This piece analyzes the Paris Declaration on Aid Effectiveness to further understand how to approach development on a global stage.
Reforms in Uganda have been limited to producing new institutional forms that function poorly and have limited impacts. This piece suggests that the government should reframe its agenda to focus more on closing the gaps between what Uganda’s system is on paper versus how it operates in reality.
This case study examines the challenges faced by Justin Mansfield, a partner in Powerhouse Clothing, one of Durban’s more successful clothing producer. In 2003, the nation’s largest clothes retailer threatened to terminate its contract with Powerhouse Clothing due to more desirable supplier options overseas. Faced with this problem, Justin solicited the advice of a local consultant, Justin Barnes.
Justin Barnes engaged with many companies working across Durban’s clothing sector and determined the sector could in fact be an efficient, world class competitor — and not a sector in decline. The challenge was to bring all the different capabilities together within supply chains, across the city, and between concerned actors in the public and private sector.
