Development Practice Notes
A general view appears to be that development and fiduciary risks are “two sides of the same coin and cannot be usefully be separated”. This Development Practice Note argues that they are different, and that focusing on development risk and recognizing the trade-offs between development and fiduciary risk can result in far more cost-effective aid.
Donor-induced fragmentation of public financial management systems reduces reputation risk, but it unambiguously increases development risk – the longer-term risk of not achieving development objectives. This Development Practice Note proposes a four-part solution for dealing with this risk.
Why do some ministries of finance around the world consistently deliver good results, while others cannot make much progress? This Development Practice Note looks at the three most common answers to that question, and explains why only one is correct.
When a government adopts a team-based performance management approach, it sends the powerful message that the state values institutional culture as the primary determinant of performance. This Development Practice Note explains how a team-based approach can improve performance and efficiency across government, with a focus on its use in Ministries of Finance.