Abstract
The World Bank sponsored anti-corruption programme in Bolivia seemed like the perfectly designed programme. 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 State failed because of politicisation. The politicisation of the State reduced the effectiveness of international anti-corruption intervention. Yet, actions taken to depoliticise the Bolivian state have not succeeded. And depoliticised technocratic programmes such as the anti-corruption programme also have fared no better because they become captured - as much development activity does. Rather than merely abandoning policy to the anti-politics machine, 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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