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 1950s, 60s - technical cooperation seen “as indispensable instrument … for world development” (Berg) Support for newly independent countries to strengthen human capital, build new institutions

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

‘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

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

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

… 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

… 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

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

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?