The third Development Policy Forum (DPF) roundtable will take place on Thursday, June 12, 2008 at Bibliothèque Solvay, Brussels. It will focus on European and international policymakers’ attention of the role the EU should be playing to improve the quality and efficiency of the international aid-giving architecture.
A central question will be: Does today’s international aid architecture help or hinder aid effectiveness?
Confirmed introductory speakers include Jean-Michel Severino, Director General of the Agence Française du Développement (AFD), Joakim Stymne, Swedish State Secretary for International Development Cooperation, Ousmane Sy, Director of the Centre for Political and Institutional Expertise in Africa (CEPIA) and Former Malian Minister for Territorial Administration and Local Communities, Daniel Ottolenghi, Associate Director and Chief Development Economist of the European Investment Bank (EIB), Joyce Mapunjo, Deputy Permanent Secretary of the Tanzanian Ministry of Planning, Economy and Empowerment and Akihiko Nishio, Director of the Resource Mobilisation Department, Concessional Finance and Global Partnerships (CFP), the World Bank.
Filed under: Beyond WECA
Aid effectiveness is strictly measured on scope of the aid aimed at achieving. For example, if a technical assistant was provided by a bilateral donor to a country build the capacity of the line ministry to manage thier “projects and or programmes”, then, a baseline of the current capacity of the change management/countinous imrovement component of the lineministry is measured as to its “future state” that we hope to ahcieve, a plan with budgets on “how to bridge the gap” and resources to implement the project/programme.
Often, consultants on technical assistant, manages the programmes/project and forget thier role, which to transfer his or her knowledge on how to plan, manage and report on large scale projects to the “Local Person/Persons, who will stay at the ministry to carry out other projects”.
Often consultants in aid programmes are experts on project/programme management, rather they are trainers. also, sometime, the expert on the subject matter cannot mentor and tranfer knowledge.
So often we find consultants pointing out all the problems of line ministry, that he/she does not focus on mentoring “people”, as well as designing a “how to process” based on best practices with specific tools to assist the local person gain the expertise.
so often, we find consultants talking about best practices and why we should use best practice with no real methodology (processes and tools) to assist the local.
also, we often forget to teach “approaches” that have been proven to work large scale programmes.
further, we forget the “mindset” necessary and the cultural aspect to improve capacity.
Thus, I submit, being an “Enbler, Facilitator, and a continuious improvement agent, has proven method, processes, tools, approaches, mindset and culture to improve capacity of developing countries to grow thorugh a systematic way to “developed” nation status, at which they become an expert on how to develop other nations given what they experienced.
hope the comments help. If there are too many typos, sorry, I wrote it quickly before dinner. Cheers.
Components of the programme/projects are:
performance Indicators
results