Bringing Politics into Technical Assistance: How far have we come? Richmond University 17 May 2018

What is Technical Assistance? “Knowledge-based assistance to governments intended to shape policies and institutions, support implementation and build organisational capacity” Scale OECD aid statistics: $18.4 billion spent on ‘Technical Cooperation’ (2016) But most TA is a component of wider programmes, and not recorded An industry worth tens of billions per year Types Scholarship and courses On-the-job training, mentoring and coaching Studies and analysis Embedded experts in projects, to support design and implementation Embedded experts in ministries and agencies Twinning arrangements Support for cross-cutting reforms (PFM and civil service) TA facilities Triangular cooperation Investments in the knowledge economy

Evolution Individual: Scholarships, training, filling capacity gaps with foreign experts (1970s) Organisation: Organisational audits, change management, twinning (1980s and 90s) Institutional environment: Cross-cutting reforms (PMF; civil service), sector-wide approaches, political systems, voice and accountability (2000s on)

Does TA work? Weak evidence base Thin overall pattern of results Underinvestment in monitoring and evaluation Methodological challenges Thin overall pattern of results No evidence of systematic or cumulative change Repeated activities in the same contexts suggests a pattern of failure Changes to the form of institutions, rather than capacity Pockets of impact WB: The more specific, monitorable and limited the task, the greater the prospect of success Discrete institutional settings Some evidence of cumulative impact through patient engagement

Critiques of TA practice Supports the administration of aid Capacity substitution Lack of coordination Implicit conditionalities Supply-driven support Per diem culture Technical solutions to political challenges Institutional templating

The new paradigm Many labels Common delivery models Shared principles Doing Development Differently Thinking and Working Politically Problem-Driven Iterative Adaptation Shared principles Start with problems that matter to local constituencies Promote locally-led, context-specific solutions Change as a stepwise, iterative process Shift in the role of the TA provider from expert to facilitator Common delivery models The flexible TA facility The arm’s-length intermediary Investing in the knowledge sector

Does the new paradigm work? Evidence on results No easier to measure than traditional TA A growing body of interesting case studies, but anecdotal and possibly oversold We don’t know what can be replicated or scaled Barriers to uptake Dangers of lip service Incentives, accountabilities and organisational culture Pressure to spend High risk High management costs