1. FOREIGN AID CAPSTONE AND READING COURSE PIA 2096/2504

2. DEALING WITH DONORS AND COPING WITH DONOR COMPLEXITY Foreign Aid

3. Overview Issues The Donor System and Their Clients The Federal Government and Its Vendors Cooperative Agreements Intra-governmental Transfers

4. I. The Donor System and Their Clients- Review: Who Gives Absolutely?

5. Where does the Money go?

6. Who Gives Per capita

7. The Foreign Aid Apparatus Foreign aid created two new kinds of professionals, a donor official and a recipient program manager The Program Manager’s Plea Video

8. The Problem Program Managers have to work with the international Donor system The Rodney Dangerfield syndrome

9. Like Rodney, Foreign aid “gets no respect”

10. Donors and program management A weak and unstable LDC bureaucracy time and time again would come up against the donor community’s massive pool of well qualified people and complicated bureaucratic process

11. Stereotype: Indian Bureaucracy

12. Donor Priorities Particularly during the cold war, corrupt countries often seem to receive the lion’s share of foreign aid. Donor Client relationships part of Dependency patterns Move the Money

13. The Problem

14. Program Managers Recipients often cannot say no to aid even when the recurrent maintenance revenue requirements cannot be met. Foreign aid failure rates are disturbing. Recipients need to “just say no.”

15. USAID official Jerry Cashion (wearing hat) speaks to the class

16. Dealing with Donors 1. Understand the Donor Language 2. Understand the Donor’s Documents 3. Understand the Donor’s Rules 4. Understand soft as well as hard donors 5. Understand the Sustainability Problem

17. For their own safety foreign aid workers in Afghanistan become familiar with weapons

18. LDC Program Managers: Coping with Expatriates Understand the internal Organizational Imperative Be Aggressive and a “Hard” Recipient Understand hidden agendas, Italian Computers, Danish Bacon

19. Products and Foreign Aid

20. Qualifications in Mali The project was designed to assist poor villages excluded most of the villages in Mali. When he asked how many micro-credit loans were available in one Mali village, the response was “None, the village does not qualify.” In order to qualify for the credit, villages had to have village associations. Only the better off villages, he added, had village associations. The lesson to be learned from this is that foreign aid often does not assist the poorest of the poor and sometimes makes matters worse for them.

21. Mali Village

22. Reference John Madeley, When Aid is No Help: How Projects Fail and How They Could Succeed (London: Intermediate Technology Publications, 1991).

23. 2. Foreign Aid-The Federal Government and Its Vendors The People: 3,700 In Government 1. Foreign Service Officer 2. Civil Service Officer 3. Personal Services Contract 4. Contractor/grant officer in Private or Non-profit Sector PRT volunteers, Foreign Service Officers Glenn Guimond and Angela Gemza, outside the entrance of the U.S. Embassy in Baghdad, formerly the Republican Palace.

25. Other Foreign Aid Agencies Millennium Challenge Corporation (MCC) Presidents Emergency Plan for AIDS Relief (PEPFAR) Department of Defense Department of State

26. How the Pie is Split Defense Department Foreign Aid about 22% of Total

27. The People: Tens of Thousands 1. Operational Expert or Advisor 2. Project Coordinator 3. Team Leader 4. Contractor 5. Grantee/Sub-Grantee 6. Home Office Backup 7. TDY- in the Field

28. The Foreign Aid Worker Dr. Matthias Zana Naab Lobilo is Program Coordinator for the Democracy and Governance Program of the United Nations Development Program in Dar es Salaam, Tanzania. He holds the MID and PhD in Public and International Affairs from the University of Pittsburgh.

29. The Complicated World of the Federal Government Goal: Hide or avoid restrictions on Personnel Ceilings Jack Anderson and the “Washington Merry Go Round” (Reagan Administration) Examine Interagency transfer/ Cooperative Agreement as an example

30. The Contract vs. Grant Contracts- Requests for Proposals (RFPs). For profits vs. Non-profits Principal- Legally enforceable delivery of services Often through Indefinite Quantity Contracts (IQCs) We Return to Contracts Next Week

32. The Nature of Grants Grants normally available to Non-Profits Purpose of Grants is often Sub-Grants Can be “Grants in Contracts” Grant: Gift, with conditions but not legally enforceable Can only refuse to give additional Money

33. On Wednesday, October 27, 2010, the United States Agency for International Development (USAID/Guyana) through its Governance Enhancement Project (GEP) awarded grants in the amount of US$58,600 to three Civil Society Organizations (CSOs),

34. Contract vs. Grant Grants- Based on Cooperative Agreements Request for Applications (RFAs) Grants have no legal enforcement mechanism but can be withdrawn “Those intending to join the course should process their requests for grants in their own countries through the appropriate institutions” Government of Tanzania

35. Performance Management Cooperative Agreement 1979-1991 United States Agency for International Development National Association of Schools of Public Affairs and Administration (Louis A. Picard, Director, 1984-1987) DPMC- Development Planning Management Center- University of Maryland) IDMI- International Development Management Institute U.S. Department of Agriculture

36. Higher Education and Development for Archaeology and Environmental Health Research SUNY at Stony Brook Cooperative Agreement, September 30, 2003

37. Higher Education for Development: University of Pittsburgh Governance Group “Pitt Political Science Professor Awarded $685,000 Grant to Evaluate USAID's Political Party Program” “Scott Morgenstern and his research team will update and evaluate USAID's work in supporting political party development worldwide”

38. Government Vending: A Case Study Interagency Cooperation with each other and with for Profit and Non-Profit Sectors The agreement is not like a contract (more like grant)  establishes operational guidelines and a spirit of cooperation to link the institutional resources of two government agencies in accomplishing U.S. foreign assistance goals RSSA/PASA System Participating Agency Service Agreements (PASAs) Resources Support Services Agreements (RSSAs)

39. The Spirit and Intent of RSSAs and PASAs Within a USDA/USAID Partnership Transfers can exist throughout the Federal Government And between Agencies and Cooperants

40. USAID RSSA/PASA Partners United States Department of Agriculture U.S. Department of Labor Environmental Protection Agency U.S. Department of Health and Human Services

41. Historical Perspective  USAID recognized "…the unique personnel resources, capabilities and experience of the Department”  sought to use this expertise through cooperation  USDA recognized "...its responsibility, within its authority, to contribute toward U.S. foreign policy by participation in foreign assistance programs"

42. Possible Foreign Aid RSSA Cooperants

43. Historical Perspective USDA and President Truman’s “Point Four” Program  administered the agricultural training and technical assistance programs 1950, Technical Cooperation Administration (TCA) created  Predecessor to USAID

44. U.S. Stormy Relationship with Latin America in 1960s Nixon and Kennedy Trips to Latin America, 1956 and 1961

45. Historical Perspective 1955, International Cooperation Administration (ICA)  All foreign economic development efforts were consolidated  USDA expertise and institutional resources were still critically needed  As a result, ICA and USDA drew up a major agreement to facilitate cooperation in technical assistance, training, and information dissemination

46. Historical Perspective Passage of the Foreign Assistance Act of 1961 and the creation of USAID  A new General Agreement in 1966 laid the framework for cooperative relationships

47. Historical Perspective General Agreement between USDA and USAID  Based on the premise of a partnership between USDA and USAID  emphasis on joint planning, coordination and consultation

48. Historical Perspective-2 General Agreement between USDA and USAID  Agreement affirmed new partnership mechanisms to access USDA expertise: Participating Agency Service Agreements (PASAs) Resources Support Services Agreements (RSSAs) Foreign Agricultural Service

49. “Spirit and Intent” & Responsibilities in Implementing PASAs and RSSAs PASAs: Overseas Assignments (PSCs- Personal Services Contracts)  Normally issued by Missions for support outside the U.S., but can be used to carry out a specific goal or goals of an AID/W project  Effectively the two terms have become interchangeable

50. “Spirit and Intent” & Responsibilities in Implementing PASAs and RSSAs RSSAs  Agreements funded in AID/W for continuing general support assistance, usually provided in an AID/W office, and have no specific, readily measurable goals to be accomplished within a set time period In the 1990's, most USDA/USAID agreements have been RSSAs

51. A View of Foreign Policy from the Other Side of the Pond Video

52. Coffee Break Ten Minutes

53. PIA 2096 ORGANIZATIONS, INSTITUTIONS AND DEVELOPMENT: THE ROLE OF NGOs

55. NGOs and Civil Society THE NATURE OF THE BEAST

56. State Societal Linkages Central State - Macro Civil Society - Micro WeakStrong State-WeakStrong Mono-State…... INTERGOVERNMENTAL Systems in place. …..Local State SOFT STATE…………………………….PREDATORY STATE Local - SOFT STATE….………………LOCAL GOVERNMENT WeakStrong Mezzo-Intermediate

57. Grassroots Organizations Civic Education Land Rural Industries Rural Credit Governance / Democracy Communication and Support NGOs Women’s Focused Groups Target Group Grassroots, NGOs and Civil Society

58. Civil Society " Human Rights, Basic Needs and the Stuff of Citizenship" (Anonymous) Issue: First vs. Second and Third generation Human Rights and Civil Society

60. Civil Society Networks of organizations, groups and individuals pursuing socio-economic interests "Beyond the family but short of the state" (Hegal) Formal vs. Informal Institutions

62. Civil Society Privatization as an issue (“Left wing vs. Right wing?”) Corporatism vs. Clientelism Organic VS. Individualist nature of society (Vincent Ostrom)  Establishing the rule of law  Roman vs. Common Law  What is the role of the individual

63. Vincent and Elinor Ostrom (Nobel Prize in Economics)

64. Civil Society NGOs, CBOs, PVOs: Who do they represent? Grassroots, interests, not for profits (neutrality) Groups  Role of ethnicity, religion and class, vs. individual rights

65. Bhutanese refugee children in a camp in the south-east of Nepal, 1997

66. NGOs--The Nature of the Beast Non-Profits vs. For Profits Not for Profits- More value directed Private Voluntary Organizations(PVOs) Community Based Organizations (CBOs) Foundations Economic Associations

67. Civil Society or a Mob

68. “Winners” in Civil Society Grameen Bank  Nobel Prize for Peace (2006) Micro-credit The Concept and the Controversy Links to Traditional Savings Banks

69. Professor Muhammad Younis, Gramen Bank founder and 2006 Nobel Peace Prize winner

70. The Human Rights Agenda

71. Is There an NGO Type?

72. NGOs- The Nature of the Beast Civic Associations Interest Groups Quangos Trade Unions Religious Organizations Large Corporate Like Structures

73. Just another NGO

74. Five Caveats Usually excludes “for profits”  Issue of contractors- both for profits and non- profits Includes both International and Local Internationals are not universally loved

75. The Role of Security Contractors

76. Caveats Very often internationals are religious or charity based Focus has been primarily on relief rather than development or civil society goals

77. The Model?

78. Types of “Development” NGOs Philanthropy Relief and Welfare Societies Public Service Contractors Populist based development agencies (national)

79. International Stability Operations Association Doug Brooks, GSPIA Alum, President

80. Types of “Development” NGOs Grassroots associations (local or village based) Advocacy groups Public Service Contractors

81. Origins- Natural Disaster: Humanitarian Assistance and Human-Made Disaster War, Drought, Agricultural Failure  Focus on Rural Development Human Rights  Focus on Governance

82. Natural Disaster: Humanitarian Assistance and Human-Made Disaster NGOs--Areas of Perceived Advantage  Cost-effective  Small but efficient  Innovative  Staff loyalty and commitment

83. Natural Disaster: Humanitarian Assistance and Human-Made Disaster NGOs--Perceived Advantage Ideologically compatible with Development values Links with poor Image of populism

84. Natural Disaster: Humanitarian Assistance and Human-Made Disaster International NGOs—Weaknesses  Lack of local legitimacy  Donor driven  Inefficiency

85. Academy for Educational Development AED to Shut Down After Corruption Charges (March 04, 2011)

86. Natural Disaster: Humanitarian Assistance and Human-Made Disaster International NGOs—Weaknesses  Amateurism  Leadership and continuity problems  Staffing problems  Self-serving-own objectives  Faith Based

88. Natural Disaster: Humanitarian Assistance and Human-Made Disaster International NGOs—Weaknesses  Fixation on projects  Problems of replication  Lack of perceived accountability  Learning problems/lack of institutional memory

90. Natural Disaster: Humanitarian Assistance and Human-Made Disaster International NGOs—Weaknesses  Tensions with government institutions  Politically threatening  Ties with existing local elites  Inability of humanitarian organizations to transfer to new development orientation

91. Civil War

92. Postscript- World Bank Mission Local Governance and Civil Society in Guinea Conakry (2006) Creation of a Poverty Alleviation Fund- includes Micro-Credit Design Capacity for Service Delivery Role For Civil Society as Stakeholders for Political Change

93. Twenty Years Waiting for Change- 1987-2011 (Guinea Conakry)

94. Final Glimpse of Foreign Aid HOW TO GIVE HELP

95. Discussion: Do No Harm? Mary Anderson, Do no Harm President Collaborative for Development Action Collaborative for Development Action