Concluding Observations

The usefulness of a strategy will depend on many circumstances, including some or all of the fol

95. Jan Willem Gunning, 'Rethinking Aid', in Boris Pleskovic and Nicholas Stern (Eds), Annual World Bank Conference on Development Economics, 2000, The World Bank, Washington, DC, USA, 2001, p. 141.

lowing factors: the quality of the work that goes into it, the extent of participation in its development, the timing of the document with respect to the electoral cycle, the political situation of the government at the time, and the support that the strategy generates in the international community. It is always a quixotic undertaking to believe that a document has the capacity to change people's lives, and there is never a shortage of people who will dismiss such an effort in advance as inherently irrelevant. However, if a strategic document faithfully reflects a consensus and the determination of those who participate in creating the consensus, it can have tangible consequences. History provides many such examples.

Working on a strategy is by no means a routine exercise in analysis or bureaucratic programming. It requires stepping out of the confines of traditional ways of developing planning documents in large institutions. It requires extensive communications among persons with different backgrounds. It requires a suspension of disbelief. It invariably is a learning experience for all of those involved, including the advisors. If a strategy is to be successful, those who participate in it have to come to believe in its worth. It is the result of a peculiar fusion of realism, analysis and hopes.

Above all, it requires persistence and a long-term commitment on the part of those involved. It is not only a technical economic process but also an effort in building a nation's social capital. The broader the process, then the greater its chances for producing successful outcomes.

0 0

Post a comment