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Contribution of Technical Assistance to Capacity Development

Contribution of Technical Assistance to Capacity Development. Heather Baser and Joe Bolger European Centre for Development Policy Management (ECDPM). Technical Cooperation: A Little History. Exchange or transfer of knowledge has been going on for centuries

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Contribution of Technical Assistance to Capacity Development

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  1. Contribution of Technical Assistance to Capacity Development Heather Baser and Joe Bolger European Centre for Development Policy Management (ECDPM)

  2. Technical Cooperation: A Little History • Exchange or transfer of knowledge has been going on for centuries • 1950s, 60s - technical cooperation seen “as indispensable instrument … for world development” (Berg) • Support for newly independent countries to strengthen human capital, build new institutions

  3. Evolution of Thinking re TA and CD • Early days: transfer of knowledge, skills, institutions to fill ‘gaps’ • 1970s, 80s – recognition of importance of participation, process approaches • 1980s – increased emphasis on CD; less use of expatriate TA • 1990s – more attention to country ownership, shorter-term TA

  4. ‘The Critique’ • Cost, effectiveness • Filling operational pos’ns vs building individual and institutional capacity • Quality of TA personnel • Objectives not well defined, linked to gov’t programs • Supply driven • Overwhelmed developing country capacity to coordinate and manage

  5. Reviews, Analysis and Change • Multiple reviews of TA/TC (WB, UNDP ..) • Increasing attention to ‘fit’ between TA and country needs • Incremental change, but problems remain • Why? • Persistence of technical, rational models • Uneven power and influence (N-S) • Inadequate attention to context and broader systems

  6. Evidence from ECDPM Studies • Nevertheless, some positives re TC/TA and changing role of external interveners: • General shift towards more supportive, facilitative approaches, acting increasingly as catalysts of change, encouraging reform, stimulating innovation • Recognition of need to focus on process as well as products

  7. … ECDPM Studies • Increasing focus on appreciative approaches, building on/enhancing existing capacity • Striking right balance between local innovation/ practice AND international practice • Increasing focus on long term • Importance of relationships, trust, communication

  8. … ECDPM Studies • Supporting different patterns of learning • personal and team-based approaches • formal, structured methodologies • encouraging staff to reflect and question • supporting peer exchanges & contacts with outside • relatively little importance given to written accounts & formal training

  9. ECDPM Studies(a few examples) • COMSEC(‘Strategic gap-filling’) - member-driven, critical inputs, responsive to small state needs • ENACT (Jamaica) – process approach, working with many actors, opening up space, buffering role for adviser • Observatorio (Brazil) – 30 years of PAHO support, emphasis on soft capabilities • Rwanda Revenue Authority – locally driven, close donor collaboration, balancing soft and hard elements

  10. Issues for Reflection • How can TA be used most effectively? What strategies? What about ‘soft’ issues? Ensuring ‘ownership’? Dealing with pressures to ‘deliver’? • Key success factors? Inhibitors?

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