Inclusive Aid: Sharing Power and Relationships in International Development

THIS EDITED VOLUME brings together a number of papers presented at an IDS workshop on Power, Procedures and Relationships. It is divided into three sections, which look respectively at history, current tensions within aid agencies and between such agencies and other development institutions, and, finally, proposals to improve relationships. The editors recognize that changes with regard to participation and citizenship have been significant, but suggest that further organizational changes are needed for aid agencies to be more effective. They argue that “…if the new development agency is to succeed, then new behavioural traits and capacities need to be prioritized” (page 6). Such new behaviours include flexible, innovative procedures, multiple lines of accountability, and the development of new skills for relationship-building, such as language and cultural understanding. Internally, new organizational norms based on learning, growth and mutual respect would encourage teamwork. However, stacked against such objectives is the distribution of overt and covert power, and its operation within and between organizations.

The first section includes a review of recent aid from the perspective of the multilateral institutions, as well as a discussion of current tools (and associated relationships) for understanding organizational change processes. The second section features papers from individuals involved with different aid organizations. Rosalind Eyben reflects on the PRSP process in Bolivia and considers what “local ownership” can mean. Leslie Groves considers the bureaucratic constraints of bilateral and multilateral agencies, and the consequent problems faced by the poor. She emphasizes the importance of continuity and commitment, but questions whether this is to the state or to the people. Margaret Kakande discusses the importance of trust between national governments and donor agencies, and the operating procedures that are currently practised in Uganda. Ruth Marsden describes some of the realities of aid relationships through a series of vignettes on Nepal. Charles Owusu describes the implementation of a new monitoring system in ActionAid and highlights the catalysing role that full financial transparency can play. Two shorter pieces by Everjoice Win and Katja Jassey highlight some personal perspectives, on the transformation of northerners into “development experts” and the benefits of bureaucracy, respectively.

The final section focuses on strategies for change. There are papers on organizational learning, institutional reform, personal change (and commitment to change), and donors’ objectives and strategies.