DEVELOPMENT COOPERATION IN AN ERA OF GLOBALISATION
resources DC
< ODA : 0.7% target (p. 37 + p.40)
< non-ODA resource flows (p. 38)
!! big donors (size ODA) ⟷ generous donors (percentage of GNI)
!! distinction ODA and FID (finance for international development) : excl. domestic spending in provider country
!! relevance 0.7 (?) : best effort commitment (no engagement regarding outcome) + resilience and sustainability
problems with DC sector
- knowledge deficit : fragmentation / pluralism
- cooperation deficit : isolated clusters
- debate deficit : "community"
- research deficit : limited research (absence critical attitude ⟷ imposed by outsiders)
- democratic deficit : elitist sector (largest budgets, with little parliamentary control)
- development biz and buzz : do what you say?
- not forward looking : quid beyond aid?
PHASES OF PROJECT / AID IDEA
1. enthusiasm : optimism at start of project
2. disillusionment : frustration
3. panic : "plan does not work" > taxpayer money?! Investors ?!
4. search for the guilty : "not my fault"
5. punishment of the innocent : recipients do not benefit (as promised)
6. praise and honors for the non-participants
IDEAL TYPES : 3 DIMENSIONS
ideal-typical dimensions community arena market
different rationale value-based rationality power-based rationality profit-based rationality
different key-actors NGDOs political actors companies
official institutions consultants
,COMMUNITY
pluralistic aid community (4 pillars)
= expansion, pluralization and fragmentation of international development community
< process of mainstreaming DC
1. official bilateral DC : government departments
2. multilateral DC : international institutions
3. private and specialized DC : NGDOs and others (specific projects and programmes)
4. fourth pillar : collective of organizations, institutions and companies that have begun to take an interests
expanding community (whole-of society approach) cf. p. 35
< public sector (not-for-profit) : bilateral + multilateral donors + global programmes + NGDOs + fourth pillar
< private sector (for-profit)
unifying processes (4)
= community gains cohesion through unifying processes
< collective consciousness belief that they have do it since otherwise nothing will be done
< coherent character (non-profit-making) and consistent behavior (emerging standards …) jargon
< collective agenda (collective interests) increasing budget, scrapping tied aid …
< coordinated lobbying
points of contention (discussions)
< objectives : ODA (socio-economic development) ⟷ TOSSD (total official support sustainable development)
< in- and outgroup : conceptualization North-South transfer ⟶ participants new global community (?)
Bill and Melinda Gates Foundation
< good / better development cooperation Paris Declaration
Respira
= process to tackle chronic respiratory diseases (CRD) : silent killer (many deaths + invisible in the air)
> process in countries + health professionals + architects (effect of cooking with charcoal inside small
kitchen) + urban planners (pollution) + engineers (identify hotspots of pollution) + anthropologists and
sociologists (local implementation)
,ARENA
power-relations
= variety of actors try to obtain or gain control of the largest possible share of resources and opportunities
< actors driven by material and symbolic interests
< uneven distribution of relational power
+ tempered climate : unwritten agreement to collectively move forward (prepared to negotiate)
- clashes between strategic groups : not possible to deal with every object of conflict
relevant themes of discussion
< existential question (motive for DC) : moral duty ⟷ white savior syndrome ⟷ mutual interests
< method to solve problems : redistribution global wealth ⟷ growth model
< type of intervention : long-term and structural measures ⟷ shorth term and emergency aid operations
< opposition public and private actors
< power-relations donors and recipients
< role for local actors : local strengths ⟷ local shortcomings
< generalized DC ⟷ concentrated work
< purity of motives : right motive ⟷ right result
< emergency aid / structural aid how to spend limited budget (short / long term)
< project support / programme support / budget support / process support …
MARKET
market characteristics
> competition between players : distribution of scarce resources (public funds and donations)
> limited elasticity charity market : proliferation fundraisers + marketing techniques to increase generosity
> segmented market : mainstreaming and localization emergency aid operations + structural programmes
> flow back : some countries benefit more thanks to comparative advantages rather than donor intentions UKR
market rationality (profit-making)
< financial interests (≠)
< non-distributable social gain (=)
< entrepreneurship without risks
+ innovation, efficiency and flexibility : development impact bonds (private investors and conventional donors)
co-ownership / shared ownership
= collective management : projects and programmes often managed via interactive process with several parties
< various stakeholders : provider-government, local government, UN, NGDO, local authorities …
!! depersonalized risks : who should bear responsibility for failure, theft, loss, natural disaster …
, NEW DONORS
new or emerging donors (non-DAC members)
= new donors becoming more prominent, more vocal and more influential
< BRICS countries, UAE, Qatar, Kuwait, Indonesia, Thailand, Colombia …
!! misleading label : already active in the past
alternative way of DC
< group of donors significantly influenced move from North-South to a global paradigm less focus on ODA
< importance public and soft diplomacy : promotion respective culture and languages
< proliferation summits CH-AF, IN-AF, RU-AF …
!! own singularities, approaches and interests
Chinese alternative (illustration)
< sovereignty recipient country : non-interference domestic affairs
< unconditional
< benefits both donor and recipient
!! increasing dependence on CH (BE consensus) and decreasing dependence on West (WA consensus)
NEW PARADIGM
new aid agenda
= shift in principles, orientations and working methods
< lack of knowledge about development spending : issue of aid effectiveness
> Paris Declaration on Aid Effectiveness (2005) : process in the making (new paradigm is emerging)
< ownership : developing countries have the right and responsibility to exercise leadership
< alignment : donors must respect ownership and make aid more predictable and untied
< harmonization : joint sets of rules, joint missions, joint evaluations …
< managing for results : quantitative evaluation and transparent reporting
< mutual accountability : both recipients and donors accountable for their actions and decisions
search for better development
< projects determined steps to reach objective / goal
< programs more flexible approach to reach objective / goal Fixing Air (Uganda)
< budget support ownership to reach objective / goal
< process start from problem and build committed community (complex and long term)
resources DC
< ODA : 0.7% target (p. 37 + p.40)
< non-ODA resource flows (p. 38)
!! big donors (size ODA) ⟷ generous donors (percentage of GNI)
!! distinction ODA and FID (finance for international development) : excl. domestic spending in provider country
!! relevance 0.7 (?) : best effort commitment (no engagement regarding outcome) + resilience and sustainability
problems with DC sector
- knowledge deficit : fragmentation / pluralism
- cooperation deficit : isolated clusters
- debate deficit : "community"
- research deficit : limited research (absence critical attitude ⟷ imposed by outsiders)
- democratic deficit : elitist sector (largest budgets, with little parliamentary control)
- development biz and buzz : do what you say?
- not forward looking : quid beyond aid?
PHASES OF PROJECT / AID IDEA
1. enthusiasm : optimism at start of project
2. disillusionment : frustration
3. panic : "plan does not work" > taxpayer money?! Investors ?!
4. search for the guilty : "not my fault"
5. punishment of the innocent : recipients do not benefit (as promised)
6. praise and honors for the non-participants
IDEAL TYPES : 3 DIMENSIONS
ideal-typical dimensions community arena market
different rationale value-based rationality power-based rationality profit-based rationality
different key-actors NGDOs political actors companies
official institutions consultants
,COMMUNITY
pluralistic aid community (4 pillars)
= expansion, pluralization and fragmentation of international development community
< process of mainstreaming DC
1. official bilateral DC : government departments
2. multilateral DC : international institutions
3. private and specialized DC : NGDOs and others (specific projects and programmes)
4. fourth pillar : collective of organizations, institutions and companies that have begun to take an interests
expanding community (whole-of society approach) cf. p. 35
< public sector (not-for-profit) : bilateral + multilateral donors + global programmes + NGDOs + fourth pillar
< private sector (for-profit)
unifying processes (4)
= community gains cohesion through unifying processes
< collective consciousness belief that they have do it since otherwise nothing will be done
< coherent character (non-profit-making) and consistent behavior (emerging standards …) jargon
< collective agenda (collective interests) increasing budget, scrapping tied aid …
< coordinated lobbying
points of contention (discussions)
< objectives : ODA (socio-economic development) ⟷ TOSSD (total official support sustainable development)
< in- and outgroup : conceptualization North-South transfer ⟶ participants new global community (?)
Bill and Melinda Gates Foundation
< good / better development cooperation Paris Declaration
Respira
= process to tackle chronic respiratory diseases (CRD) : silent killer (many deaths + invisible in the air)
> process in countries + health professionals + architects (effect of cooking with charcoal inside small
kitchen) + urban planners (pollution) + engineers (identify hotspots of pollution) + anthropologists and
sociologists (local implementation)
,ARENA
power-relations
= variety of actors try to obtain or gain control of the largest possible share of resources and opportunities
< actors driven by material and symbolic interests
< uneven distribution of relational power
+ tempered climate : unwritten agreement to collectively move forward (prepared to negotiate)
- clashes between strategic groups : not possible to deal with every object of conflict
relevant themes of discussion
< existential question (motive for DC) : moral duty ⟷ white savior syndrome ⟷ mutual interests
< method to solve problems : redistribution global wealth ⟷ growth model
< type of intervention : long-term and structural measures ⟷ shorth term and emergency aid operations
< opposition public and private actors
< power-relations donors and recipients
< role for local actors : local strengths ⟷ local shortcomings
< generalized DC ⟷ concentrated work
< purity of motives : right motive ⟷ right result
< emergency aid / structural aid how to spend limited budget (short / long term)
< project support / programme support / budget support / process support …
MARKET
market characteristics
> competition between players : distribution of scarce resources (public funds and donations)
> limited elasticity charity market : proliferation fundraisers + marketing techniques to increase generosity
> segmented market : mainstreaming and localization emergency aid operations + structural programmes
> flow back : some countries benefit more thanks to comparative advantages rather than donor intentions UKR
market rationality (profit-making)
< financial interests (≠)
< non-distributable social gain (=)
< entrepreneurship without risks
+ innovation, efficiency and flexibility : development impact bonds (private investors and conventional donors)
co-ownership / shared ownership
= collective management : projects and programmes often managed via interactive process with several parties
< various stakeholders : provider-government, local government, UN, NGDO, local authorities …
!! depersonalized risks : who should bear responsibility for failure, theft, loss, natural disaster …
, NEW DONORS
new or emerging donors (non-DAC members)
= new donors becoming more prominent, more vocal and more influential
< BRICS countries, UAE, Qatar, Kuwait, Indonesia, Thailand, Colombia …
!! misleading label : already active in the past
alternative way of DC
< group of donors significantly influenced move from North-South to a global paradigm less focus on ODA
< importance public and soft diplomacy : promotion respective culture and languages
< proliferation summits CH-AF, IN-AF, RU-AF …
!! own singularities, approaches and interests
Chinese alternative (illustration)
< sovereignty recipient country : non-interference domestic affairs
< unconditional
< benefits both donor and recipient
!! increasing dependence on CH (BE consensus) and decreasing dependence on West (WA consensus)
NEW PARADIGM
new aid agenda
= shift in principles, orientations and working methods
< lack of knowledge about development spending : issue of aid effectiveness
> Paris Declaration on Aid Effectiveness (2005) : process in the making (new paradigm is emerging)
< ownership : developing countries have the right and responsibility to exercise leadership
< alignment : donors must respect ownership and make aid more predictable and untied
< harmonization : joint sets of rules, joint missions, joint evaluations …
< managing for results : quantitative evaluation and transparent reporting
< mutual accountability : both recipients and donors accountable for their actions and decisions
search for better development
< projects determined steps to reach objective / goal
< programs more flexible approach to reach objective / goal Fixing Air (Uganda)
< budget support ownership to reach objective / goal
< process start from problem and build committed community (complex and long term)
