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The World Bank-sponsored anti-corruption program in Bolivia seemed like the perfectly designed program. It promoted participation, involved all of society's stakeholders, and focused on action-planning. Yet, like many other such initiatives, the promise did not live up to the potential — the Bolivian State failed because of politicization. The politicization of the State reduced the effectiveness of this World Bank- financed anti-corruption intervention. Yet, actions taken to depoliticize the Bolivian state have not succeeded. And “depoliticized” technocratic programs such as the anti-corruption program also have fared no better because they become captured — as much development activity does. Rather than merely abandoning policy to the “anti-politics machine,” anti-corruption (and other development) task managers can choose more or less wisely their actions given possible future usurpation of their project. A model will be presented highlighting the issues involved in a more general context.
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Bryane Michael (2006) studied this question.
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