Congo Masquerade. The political culture of aid inefficiency and reform failure

Berghmans, Mieke

doi:10.1080/09614524.2012.696589

Cited by 1 publication

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Instead, they are matter of fact descriptions of how politicians, state officials, and a host of connected public authorities (e.g. fixers, customary leaders, protection groups, and faith‐based organizations) must be motivated before citizens can access services (Trefon, 2011).…”

Section: Four Logicsmentioning

confidence: 99%

“…This accords with an ethnographic literature that suggests that personal relationships have taken on greater importance in the absence of state institutions able to enforce rules (Rubbers, 2009; Solhjell, 2015; Tshitenge, 2019). However, negotiations can also be used to obscure the politics of leisa punda and to thwart unwanted demands for transparency, meritocracy, or reforms (Trefon, 2011). Indeed, the politique de glissement (politics of slippage or drift) or foot‐dragging and delay is a well‐known tactic for ensuring better negotiated outcomes.…”

Section: Four Logicsmentioning

confidence: 99%

See 1 more Smart Citation

Adaptive programming and going with the grain: IMAGINE's new water governance model in Goma, DRC

Kirk

Green

Stys

et al. 2023

Development Policy Review

View full text Add to dashboard Cite

Motivation: This article explores adaptive approaches to development programmes that aim at improving service provision in underperforming sectors in fragile and conflict-affected states (FCAS). It does this through a case study of the IMAGINE (Integrated Maji Infrastructure and Governance Initiative for Eastern Congo) public-private partnership model for water provision in the Democratic Republic of the Congo (DRC). Purpose: The processes and decisions that culminated in the model used for IMAGINE emphasize the need for programming that is culturally and politically aware, responsive to events, learns in real-time, is entrepreneurial, and works with the grain of local institutions to support change. Detailed case studies of such ways of working are crucial for programmes that seek to challenge and reform the status quo in FCAS. Methods and approach: The article is based on 42 semi-structured interviews conducted in the summers of 2019 and 2020. They reflect the broad spectrum of actorsindividuals, public authorities, and organizations-involved in IMAGINE's evolution.Findings: The narrative focuses on IMAGINE's attempts to professionalize and commercialize Goma's water sector.

show abstract

Section: Four Logicsmentioning

confidence: 99%