2004年-世界发展银行全球_Building_Capacity_in_Post-Conflict_Countries_4页_338kb

Capacity Enhancement Summary

Core Content

This document outlines the challenges and strategies for building institutional and human capacity in post-conflict countries, with a focus on sustainable development and effective reconstruction. It emphasizes the need for a balanced approach between rapid results and long-term institutional strengthening, while also addressing the complexities of donor involvement and local ownership.

Main Viewpoints

• Post-conflict conditions are characterized by weak institutions, high public expectations for immediate benefits, and donor pressures for quick results.
• Absorptive capacity for aid is low in the first three years after conflict, but grows significantly over the next seven years.
• Leadership is crucial for successful capacity building, as it ensures vision, accountability, and coordination.
• Incentives must be aligned with merit and performance to attract and retain motivated staff and reduce corruption.
• Building on existing structures is more effective than starting from scratch, as surviving institutions may be more resilient.
• Training should be strategic, focused on core functions, and delivered locally to avoid delays and ensure relevance.
• International partners should leverage their comparative advantages and support local capacity rather than replace it.

Key Information

Context of Post-Conflict Capacity Building

• Civil conflicts rarely end in clear victories, and the treatment of defeated parties is vital for national reconciliation.
• Public and donor expectations for quick results are often unrealistic given the complex realities of post-conflict environments.
• The "CNN effect" can distort donor attention, focusing on short-term outcomes rather than long-term institutional development.

Options for Creating Capacity

1. Bypassing weak government capacity

   • Donors may directly contract services or provide in-kind assistance.
   • Risks include undermining local ownership, lack of agility, and higher costs.
   • Not always effective in delivering long-term outcomes.

2. Buying capacity

   • Governments can hire private or international firms to provide essential services.
   • This is useful when time is limited or trust in local institutions is low.
   • Should be used cautiously and preferably with a mix of smaller, specialized firms.

3. Creating temporary capacity

   • Involves hiring foreign advisors or establishing aid management agencies.
   • These agencies can act as intermediaries between donors and local governments.
   • However, they may become corrupt or unaccountable if not properly managed.

Building Permanent Capacity

• Leadership matters for institutional development and public trust.
• Incentives must be reformed to promote merit-based selection and reduce corruption.
• Build on what exists by revitalizing surviving institutions and using their strengths.
• Local learning should be prioritized over sending staff abroad, to speed up reconstruction and improve relevance.
• Training should be strategic, supporting the government’s development goals and aligning with modernization efforts.
• Leverage international partners’ comparative advantages to complement local efforts.

Conclusion

Capacity building in post-conflict countries requires a long-term, strategic approach. While bypassing or buying capacity may be necessary in some cases, building local capacity is more sustainable and effective. Strong leadership, merit-based incentives, and local learning are essential components of a successful capacity-building strategy. The international community should support these efforts rather than dominate them, ensuring that local institutions can take ownership of the reconstruction process.

References

• Collier, Paul and Anke Hoeffler. 2002. "Aid, Policy, and Growth in Post-Conflict Countries."
• McKechnie, Alastair J. 2003. "Humanitarian Assistance, Reconstruction, and Development in Afghanistan."
• Rohland, Klaus and Sarah Cliffe. 2002. "The East Timor Reconstruction Program: Successes, Problems and Tradeoffs."
• Schiavo-Campo, S. 2003. "Financing and Aid Management Arrangements in Post-Conflict Situations."
• World Bank. 2002. "Rebuilding the Civil Service in a Post-Conflict Setting."
• World Bank. 2003. "Breaking the Conflict Trap: Civil War and Development Policy."

About the World Bank Institute (WBI)

WBI focuses on enhancing human and institutional capacity through knowledge sharing and training. It supports policymakers, technical experts, and community leaders in designing effective development strategies and programs.

WBI Contacts

• David Potten, Lead Specialist, Country Programs: dpotten@worldbank.org, Tel: 202-458-7873
• Imtiazuddin Ahmad, Sr. Operations Officer: Iahmad2@worldbank.org, Tel: 202-458-1878

Additional Resources

• Visit the WBI website for more information: http://www.worldbank.org/capacity