Message-ID: <915E1822272@admin1.csd.unbsj.ca> Date: Mon, 2 Feb 1998 10:52:30 -0400 From: Charles Davis <mailto:cdavis@admin1.csd.unbsj.ca> Subject: Re: Donors vs. Domestic capacity To: mailto:DEVEL-L@AMERICAN.EDU
On 1 Feb 98 at 9:29, abdus samad wrote:> Perhap an example will illustrate. In many low income countries, policy
> analysis is done by donor consultants. The domestic professionals are
> forced to be minor functionaries in teh process. The universities were
> not involved. There were not hinktanks of any merit. Later all
> domestic professionals on any merit were involved only as consultants
> under the direction of donor representatives. They are never in charge
> of their own agendas. Nor do they have their own networks, peer review
> and iniitatives other than those conducted under donor supervision. The
> result is that the best people run away to donor headquarters. Those
> that remain are dispirited and lack the incnetive to fully develop.
>
> Like a child that is over-protected, they do not grow.
I have seen the syndrome described by Abdus Samad many times in many countries. Under normal circumstances it is an almost natural occurrence: - donors are very reluctant to support the core operating costs of research institutions in developing countries because of a shortage of funds for assistance, because of growing inability to make long term commitments, and because of frequent incapacity of host governments to make serious co-investments in local talent. So local policy research networks do not gain much experience or credibility. By the way, long-term support does not automatically translate into research effectiveness and credibility. - when ideological issues are at stake, it is safer to work with known quantities. - when an international aid bureaucracy is in a "hurry up and wait" mode (as many are), the decision to disburse or let a contract takes a long time to come, and then the results must be available yesterday. Experienced, reliable consultants can take this kind of timing in stride. They don't like it, but they can deal with it. -a lot of bilateral aid is tied to the purchase of goods or services from the donor country, hence the frequent presence of foreign consultants. - local policy thinktanks, when they do exist, are almost always associated with a local political faction - usually the one in power, if the think tank is getting any domestic money. Although many governments cite tax issues to explain their reluctance to allow the establishment of private not-for-profit research foundations (i.e. ones with some financial independence), the issue of political control is not far from the surface. Use of international consultants helps to sidestep this sort of situation, at least from the international agency's point of view.
These comments are made with respect to "high" or sensitive policy issues such as economic reform, privatization, restructuring of the higher education system, etc. I have seen such policy issues treated successfully by agencies such as the OECD and the World Bank when the comprehensive diagnostic part of the exercise is performed by local experts and the later assessment and preparation of policy proposals for consideration is performed by invited international experts, with open public debate.
Regarding mechanisms for the development of local technical and management talent, several agencies have experimented with programs to match local and foreign consultants on projects. In fact sometimes a specified role for a local partner must be provided to win a contract. This can result in some pretty nice deals for local partners who may or may not actually be expected to deliver services other than fronting.
The development business has no monopoly on virtue. I think that the kind of learning described by Abdus Samad can happen when an agency develops the right kinds of contracting goals and procedures, and local policymakers are supportive of them.
Sorry to be so discursive but the query touched a subject close to my heart.
Charles Davis Faculty of Business University of New Brunswick, Saint John, Canada mailto:cdavis@unbsj.ca