Which international donors do leaders see as their preferred development partners?
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In this study, we use two demand-side measures of development partner performance: influence in shaping policy priorities, and helpfulness in implementing policy initiatives or reforms. Leaders rated the influence and helpfulness of the institutions they had worked with, from a fixed list of 43 multilateral and bilateral donors, on a scale of 1 (not at all influential / not at all helpful) to 4 (very influential / very helpful). In this analysis, we only include a donor if they were rated by at least 30 respondents.
For each of the development partners from whom they received advice or assistance, leaders were asked a series of performance questions. Using their responses, we calculated three perception-based measures of development partner performance: (1) influence in shaping how leaders prioritize which problems to solve; (2) whether that influence was seen as positive (or negative); and (3) helpfulness in supporting leaders to implement policy changes (i.e., reforms).
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