In amidst all the usual jargon, international development includes some truly excellent / excruciating euphemisms. ‘Rent seeking behaviour’ aka corruption (or gangsterism, bullying, cheating and stealing) has to be my favourite, whilst ‘Development Partner’ aka donor (he who pays the piper, not exactly an equal partner) is one of the most ridiculous. This reluctance to call a spade a spade is very understandable in the context of international diplomacy – indeed we could probably not do without it – but is less helpful in a results-focused business which is what the aid industry these days claims it is.
Although the two examples above do not particularly relate to project performance, much of this euphemistic language arises in attempts by donors and implementing agencies to explain the failure of their last development project. The preference is always to find some technical or at least technically sounding (hence the need for euphemism) excuse as to why a certain project failed. Although Ben Ramalingan was talking much more generally than about the failure of a single project when he criticised the Results-Based Management framework that I discussed in my previous post, the wrong management framework is another good candidate. Anything is better than criticising the recipient country managers; just because they may be incapable of organising a booze-up in a brewery it isn’t their fault. If anything they just need their capacity building …
So we build their capacity. We send them on a few training courses. Yeah! Now they know how to use a logframe everything will go swimmingly … Rarely does the aid industry really attempt to get to grips with the real capacity constraints; poor management culture and incentives in the civil service. (I’m sure there are more.) Donors know reforming the civil service is hard enough in their own countries, and World Bank supported efforts in developing countries grind along at a snail’s pace achieving only peripheral successes, e.g. performance appraisals without performance related pay or promotion.
I think this partly explains the constant search for new ideas and potential silver bullets in development, even though we actually have quite good ideas already of quite a lot of things that work … when managed properly. When the great new hope comes along – e.g. REDD in conservation – the taps open once again, and all the same mistakes are made over again. “This time it’ll be different”, donors – sorry, development partners! – tell themselves, because, well, hope springs eternal.
This is not a call to end development aid; not all aid projects fail and far from all developing country managers are incompetent. But I do think the industry is going to have to get more honest with itself. We need to set more modest targets for aid projects and stop using implementation channels that are known not to work. Then we need to fess up when things don’t work, and end the self-delusion as to why they didn’t work. International diplomacy can work with appropriate technology human-wielded latrine construction tools, but successful development just needs a few spades.