This article investigates the difficulties associated with the sustainability of implementing donor supported public sector reform respecting human and institutional capacity building interventions in Ghana.

It is based on an exploratory case study design; it triangulates both secondary and primary sources of data. Employing self-completing questionnaire and interview schedule tools it covered 105 local government employees from national, regional, and district levels as well as interviewed 16 senior public officers in 9 public and quasi-public organizations. These primary sources were complemented with relevant secondary documents.

The article finds that donor funded public sector reform initiatives can either facilitate or constrain the expected improvement promised by reform due to the financial and technical resource inadequacies experienced in Ghana. In this regard, public sector reformers have to become innovative and adaptive in delivering public services, since the mechanistic donor-driven reform agenda tends to affect the quality of service delivery

Volume 33

Numbers 12-13