The organizational structure for project management is often chosen to mitigate risk in a weak capacity environment, but it may also reflect internal incentives that focus on speed of project processing and disbursement, and perceived stigmas in low implementation performance ratings. The result is often the use of PIUs—sometimes semi-permanently—even though regional studies have shown that they are suboptimal organizational arrangements and create problems of morale among government officials. While there are examples of good efforts during project design and implementation to focus on sustainable institutional capacity development and use of country systems, they are rare
