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PurposeThis purpose of this conceptual paper is to provide a framework for understanding anti‐poverty strategies in public policy when effective, enabling, governance is recognised to be the outcome of multiple agencies (public, civil society and private).Design/methodology/approachCultural theory – providing the methodological approach – suggests that individualist, hierarchical and group biases underlie market thinking, bureaucratic thinking and the thinking of civil society institutions and are, in essence, incompatible. Each kind of thinking can be linked to ideologies of development (or "modernisation") yet enabling strategies (and New Labour's "Third Way") require state, market and civil society to work collaboratively, across boundaries.FindingsThe main finding is that the interface between types of organisation will always be awkward; the point at which transaction costs mount up and "partnerships" falter.Practical implicationsFor central agencies the practical implication is that an enabling role requires an understanding of other mind sets or, failing that, a willingness to find a standard, pre‐negotiated hybrid formula that works, as evident in some well‐known instances of developing country programmes or projects that depend upon effective links between "incompatible" systems.Originality/valueFor both public policy strategists and practitioners the paper may throw new light on age‐old problems in poverty alleviation and public policy implementation.

AbstractAid administration is characterised by high moral objectives and often frustratingly low achievements. This article explores the idea that the problem lies not in inadequate policy or instruments as such but in the thinking processes that emerge within policy circles, at delivery levels within aid administration and at the interface between donor and recipient, to which the trade likes to apply the notion of 'partnership'. Cultural Theory identifies three distinct and often contradictory ways of thinking that reflect individualist, group and hierarchical value premises. It is adopted here to explore how these types of thinking apply within aid administration, finding that the policy process is a surprisingly 'groupie' kind of activity, emphasising the sharing of values and understandings within donor circles. Delivery agents (donor field offices) by contrast are under hierarchical pressure to turn the outcomes into packaged deliverables, whether the 'good' is packageable or not. Supported by NPM orthodoxies, these agents seek control through linear programming and performance monitoring. A third contradiction is revealed when the donor attempts to bring such packages into a partnership relationship with recipient governments. Partnership is about sharing and dealing. But what the recipient is offered is a package with Henry Ford type characteristics: 'any colour you like (social aspiration), as long as it is black (PRSP formula)'. The article is biased; from the perspective of a consultant caught in the middle; but if there is truth in the findings it might just open the door to new styles of aid relationship and novel delivery vehicles. Copyright © 2004 John Wiley & Sons, Ltd.

AbstractThe HIV/AIDS pandemic is a challenge not only to medical understanding but also to understanding about how society works or can be made to work. New treatment regimes have to be matched with new social organisation. Caring and coping present society‐wide challenges and to the need to reinvent key social institutions in order to respond effectively. Existing studies demonstrate the vulnerability of modern, large‐scale state institutions to loss of knowledge, skill and competence in the face of high attrition rates in their pay role staff. Equally, family and kinship as well as other civil society institutions or 'traditional' social structures may be so disrupted by the loss of carers and providers that they cease to generate adequate levels of well‐being and security. The role of key individuals in providing public leadership is recognised but the significance of personal networks in communicating effective messages and mores is more difficult to pin down. Associations and mass movements have emerged that play a vital role in changing social attitudes and behaviour, and social institutions are adapting to the challenge. It appears that diverse social responses are essential, but, I argue, public policy thinking has a 'centralist', hierarchical, bias that discourages' sensible thinking about plural, diverse, strategies. This article seeks to develop a way of thinking about strategy, around the idea of institutional competence, to take account of, and be responsive to, diverse social forms and initiatives. Copyright © 2004 John Wiley & Sons, Ltd.

AbstractThe idea that problems in governance have deep roots in social structure has been revisited by Geof Wood in a recent article in this journal. His article takes a position in relation to an ongoing debate about how to improve public administration and management in Bangladesh, a debate that seems to be almost as 'imprisoned' in incompatible values and premises as, he argues, are the various Bangladeshi actors in society. But behind this debate are some very practical issues about how the administration there might be persuaded to work better. Key to his contribution is the idea of 'room for manoeuvre' or conditions for 'escape'. This article argues that embedded institutions and values matter but that behaviour is also responsive to opportunity. 'Old' values can be put together into new institutional complexes if given a chance. The key to successful institutional change is effectiveness. 'Escape' is not only, or even primarily, a matter of changing values but of responding to circumstances and changing institutions—cutting the bars. A close look at institutional and organizational reform in any country, including the UK, shows that, whatever moral language and posture inform the reform agenda, it is constructive compromise that produces the structure that works. Copyright © 2002 John Wiley & Sons, Ltd.

AbstractA development project is an intervention that is designed to makes things better in a particular context or situation. It is always a problem to know what to do for the best. The Logical Framework, evaluated in this journal last year (Gasper, 2000), is a project‐planning and management technique widely applied by multilateral as well as bilateral donor agencies in international development work. It was designed to prevent project managers from simply offering to do what they had always done before and instead to think strategically about cause and effect in context. The present article respects this logical approach but focuses attention upon context. Context is considered in the right‐hand column of a Log Frame. The article seeks inspiration in ancient Chinese concepts of energy: Yin–Yang and Wu–Wei. The search is for a form of project management that minimizes energy consumption in its own internal processes and maximizes energy release in the context that the project seeks to transform. Context has to be examined for opportunities rather than constraints. The article advocates management by being a still presence, as against management by rushing about. It borrows the old‐fashioned idea about being a catalyst and validates the now fashionable concepts of enabling and empowering. It also rediscovers at least some virtue in the Blueprint Project. The article seeks to be practical. A management development project in the Northern Cape Province of South Africa provides some illustrations and an incomplete example of what might be entailed if energy is brought into the equations of project management. Copyright © 2001 John Wiley & Sons, Ltd.

The White Paper on Local Government in South Africa signals the intention to establish a performance management system for the sector. This paper suggests that current approaches to performance management, as used, for instance, in the UK public sector, would need substantial revision to be supportive of effective municipal development in South Africa. There is a need for low cost systems that fit the capabilities of the administrations that exist in many municipalities. A focus upon how municipalities manage their governance role would in the end be the best way of ensuring that liveable communities as well as improved services are created in the towns and rural areas of South Africa. The paper provides some ideas on the design of such a performance management or enhancement system. Its principal features would be that it is: based on mutual organisational learning and problem solving; using simple, indirect, low cost information gathering and dissemination techniques that are within the capabilities of existing leaders and officials; focused on processes in priority to outcomes.

Curtis reviews 'The Elusive Promise of NGOs in Afica: Lessons from Uganda' by Susan Dicklitch.