How Initiatives to Improve Administrative Systems Succeed at Failing
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FeatuReS | 63 In many nations today, the state has little capability to implement even basic functions such as security, policing, regulation, or core service delivery. Enhancing this capability, especially in fragile states, is a long-term task.2 As we document in this article, countries such as Haiti and Liberia will take many decades to reach even a moderate capability country such as India, and millennia to reach the capability of Singapore. Short-term programmatic efforts to build administrative capability in these countries are thus unlikely to demonstrate actual success, yet billions of dollars continue to be spent on such activities. What techniques enable states to “buy time” to enable reforms to work, mask nonaccomplishment, or actively resist or deflect the internal and external pressures for improvement? How do donors and recipient countries manage to engage in the logics of “development” for so long and yet consistently acquire so little administrative capability? In short, how do initiatives to modernize administrative systems so often succeed at failing? Our central contention is that many developing countries are stuck in what we call a capability trap—a dynamic that enables officials to document instances of apparent reform and thus assure a continued flow of development resources to their country or sector, despite the fact that the reforms themselves may be generating few actual improvements in performance. Capability traps By lANT PRITCHeTT, MICHAel WOOlCOCK, AND MATT ANDReWS
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