2017年-世界发展银行全球_South_Sudan_Governance_Analysis___Building_Sustainable_Public_Sector_Capacity_in_a_Challenging_Context_191页_2mb

Summary of South Sudan Governance Analysis (P156685)

Core Content

This document provides an in-depth analysis of public sector capacity building in South Sudan, focusing on the challenges and progress made between 2005 and 2016. It explores the concept of capacity building in the context of conflict and fragility, and evaluates the effectiveness of various initiatives aimed at strengthening public financial management (PFM), the civil service, and the health sector.

Main Viewpoints

• Capacity Building as State Building: Capacity building is a critical component of state building in post-conflict and fragile states, involving the development of both institutional and human resources.
• Challenges in South Sudan: The country's context has been highly challenging due to its recent independence, ongoing conflicts, and weak institutional frameworks.
• Inherited Civil Service: The civil service was not built from scratch but inherited from the Sudanese administration and rebel groups, with many staff trained in Arabic or abroad in English.
• Regulatory and Institutional Weaknesses: Legal and institutional structures for capacity building have been slow to develop, with key laws and acts adopted only in 2011 and implementation still incomplete.
• Aid and Development Partners: International aid has played a significant role in supporting capacity building, but its effectiveness has been limited by poor coordination, inadequate training, and a lack of focus on the private sector.
• Recruitment Issues: Recruitment has often been influenced by political loyalty rather than merit, leading to inefficiencies and a lack of skilled personnel in certain areas.
• Training and Education: Training institutions have been established, but their capacity and effectiveness remain limited, especially in the health sector.

Key Information

Public Sector Capacity

• Education and Skills: The education system in South Sudan has been underdeveloped, with basic literacy at 27% in 2009 and secondary enrollment at 9.3% in 2015.
• Civil Service Composition: The civil service inherited tens of thousands of staff from CANS and CCSS, but recruitment practices have been inconsistent and influenced by political considerations.
• Recruitment Freeze: A recruitment freeze was in place since 2012 due to austerity measures, but new states and counties created a wave of subnational hiring in 2015-16.
• Institutional Development: The Civil Service Commission (CSC) was established in 2005 but lacked legal and political support. The Civil Service Act was adopted in 2011, but its implementation is still in progress.

Public Financial Management (PFM)

• PFM Evolution: PFM capacities developed from 2005 to 2010, but faced significant setbacks after 2012 due to political instability and resource constraints.
• Aid Support: The initial capacity building efforts were supported by the 'Skills for Southern Sudan' program and the Capacity Building Trust Fund (CBTF). Later, the World Bank-managed MDTF-SS provided funding for infrastructure and capacity supplementation.
• PFM Challenges: Weak coordination, fragmented aid architecture, and low implementation capacity have hindered effective PFM development.

Health Sector Capacity

• Health Status: South Sudan has a poor health status, with limited access to health services and a high maternal mortality ratio (MMR).
• Health System Structure: The health system is underdeveloped, with a lack of qualified personnel and resources.
• Training and Recruitment: There are significant training bottlenecks, particularly in the health sector, due to limited domestic training capacity and the need for specialized skills.
• Current Staff Qualifications: While some staff are qualified, the training and recruitment processes have not been systematic or effective.

Key Findings and Recommendations

Key Findings

• Fragmentation and Incoordination: Aid efforts have been fragmented and lack coordination, which has hindered the effectiveness of capacity building.
• Political Influence on Recruitment: Recruitment has often been driven by political loyalty rather than merit, leading to inefficiencies.
• Limited Training Capacity: Training institutions are underdeveloped, and training programs are often too short and underfunded.
• Need for a Pension System: The absence of a public sector pension system has hindered staff retention and renewal.
• Ineffective Monitoring and Evaluation: There is a lack of effective monitoring and evaluation mechanisms to track progress and ensure accountability.

Recommendations

• Improve Coordination: Development partners should work more closely with the government to ensure coordinated and effective capacity building efforts.
• Enhance Recruitment Practices: Recruitment should be based on merit rather than political loyalty, and a more systematic approach should be adopted.
• Strengthen Training Institutions: Training institutions should be developed and supported to provide high-quality, relevant training for civil servants.
• Develop a Pension System: A public sector pension system should be established to support staff retention and renewal.
• Enhance Monitoring and Evaluation: Effective monitoring and evaluation mechanisms should be developed to track progress and ensure accountability.

Conclusion

The rebuilding of public sector capacity in South Sudan has been a complex and challenging process, hindered by political instability, weak institutional frameworks, and limited resources. While some progress has been made, particularly in the areas of education and training, much more needs to be done to ensure that capacity building efforts are effective and sustainable. The document highlights the importance of a coordinated approach, merit-based recruitment, and the development of training institutions and a pension system to support long-term capacity building in the country.