Two posts recently have brought to my attention how far donors still have to go in designing a more adaptable and hence effective and efficient aid system.
First, Lindsay Morgan (of Dispatches) wrote a piece about performance-based contracting for health services in Southern Sudan. Those with a serious interest should read the whole piece yourself, but in essence it appears that a coalition of donors is trying to inject a little discipline of the market into healthcare provision in one of the most under-developed soon-to-be-countries of the world. Except that they still don’t seem to entirely get some of the most important aspects of how the private sector works. So NGOs are getting performance-based contracts, but have to work with GOSS staff, over whom, presumably, they have pretty low influence (no hire or fire, no disciplinary measures), which to my mind rather diminishes the level of achievement you can expect from management. The NGOs also had to work through some kind of central procurement system, which apparently caused no end of problems.
Whilst the GOSS health ministry staff may perhaps have learned something from this kind of system (NGO working practices and the like), I fail to see how just putting in a team of technical advisers couldn’t have just achieved the same thing. On the other hand if the donors want to get private sector / market-based practices embedded in healthcare provision in Southern Sudan, then they need to act a bit more like ordinary customers and stop making silly restrictions as to how their contractors work.
Then Madeleine Bunting wrote about DfID’s new contradictory policies (HT: Matt @ Aid Thoughts). I am with many of the commenters in having little sympathy for the worries of DfID staff about Daily Mail journalists digging through the data and trashing one or more aid projects. The Daily Mail may be more than a little bit biased, but a good dose of daylight is the best prescription in my opinion, and, very probably, there are one or two aid projects which deserve a good trashing.
But I do think that the plan to axe up to half the work force is crazy, and even crazier when one considers the anticipated large increases in DfID’s budget. (Disclosure: I have a friend who works there.) Openness and transparency requires more effort to put documents into the necessary formats, especially if the data is to be made available in a manner actually useful for general analysis. These kinds of overheads cannot be just wished away. Moreover the relentless focus on minimising transaction costs is, in my opinion, mostly illusory: someone is bearing these costs, if not DfID then someone they are funding. I know of at least two international consulting firms currently doing very well out of managing DfID grants round where I work.
Not a good week
If anybody out there reading this works for DfID and/or with healthcare in Southern Sudan can correct me or at least give a better picture, then please do. But, unless I’m completely barking up the wrong tree, all in all it doesn’t look a good week for donors.