Resume
Summary Development Cooperation
- Établissement
- Katholieke Universiteit Leuven (KU Leuven)
Summary Development Cooperation
[Montrer plus]
Livre connecté
Titre de l’ouvrage:
Auteur(s):
- Édition:
- ISBN:
- Édition:
Aperçu du contenu
DEVELOPMENT COOPERATION IN AN ERA OF GLOBALISATIONresources DC
< ODA : 0.7% target (p. 37 + p.40)
< non-ODA resource flows (p. 38)
!! big donors (size ODA) ⟷ generous donors (percentage of GNI)
!! distinction ODA and FID (finance for international development) : excl. domestic spending in provider country
!! relevance 0.7 (?) : best effort commitment (no engagement regarding outcome) + resilience and sustainability
problems with DC sector
- knowledge deficit : fragmentation / pluralism
- cooperation deficit : isolated clusters
- debate deficit : "community"
- research deficit : limited research (absence critical attitude ⟷ imposed by outsiders)
- democratic deficit : elitist sector (largest budgets, with little parliamentary control)
- development biz and buzz : do what you say?
- not forward looking : quid beyond aid?
PHASES OF PROJECT / AID IDEA
1. enthusiasm : optimism at start of project
2. disillusionment : frustration
3. panic : "plan does not work" > taxpayer money?! Investors ?!
4. search for the guilty : "not my fault"
5. punishment of the innocent : recipients do not benefit (as promised)
6. praise and honors for the non-participants
IDEAL TYPES : 3 DIMENSIONS
ideal-typical dimensions community arena market
different rationale value-based rationality power-based rationality profit-based rationality
different key-actors NGDOs political actors companies
official institutions consultants
,COMMUNITY
pluralistic aid community (4 pillars)
= expansion, pluralization and fragmentation of international development community
< process of mainstreaming DC
1. official bilateral DC : government departments
2. multilateral DC : international institutions
3. private and specialized DC : NGDOs and others (specific projects and programmes)
4. fourth pillar : collective of organizations, institutions and companies that have begun to take an interests
expanding community (whole-of society approach) cf. p. 35
< public sector (not-for-profit) : bilateral + multilateral donors + global programmes + NGDOs + fourth pillar
< private sector (for-profit)
unifying processes (4)
= community gains cohesion through unifying processes
< collective consciousness belief that they have do it since otherwise nothing will be done
< coherent character (non-profit-making) and consistent behavior (emerging standards …) jargon
< collective agenda (collective interests) increasing budget, scrapping tied aid …
< coordinated lobbying
points of contention (discussions)
< objectives : ODA (socio-economic development) ⟷ TOSSD (total official support sustainable development)
< in- and outgroup : conceptualization North-South transfer ⟶ participants new global community (?)
Bill and Melinda Gates Foundation
< good / better development cooperation Paris Declaration
Respira
= process to tackle chronic respiratory diseases (CRD) : silent killer (many deaths + invisible in the air)
> process in countries + health professionals + architects (effect of cooking with charcoal inside small
kitchen) + urban planners (pollution) + engineers (identify hotspots of pollution) + anthropologists and
sociologists (local implementation)
,ARENA
power-relations
= variety of actors try to obtain or gain control of the largest possible share of resources and opportunities
< actors driven by material and symbolic interests
< uneven distribution of relational power
+ tempered climate : unwritten agreement to collectively move forward (prepared to negotiate)
- clashes between strategic groups : not possible to deal with every object of conflict
relevant themes of discussion
< existential question (motive for DC) : moral duty ⟷ white savior syndrome ⟷ mutual interests
< method to solve problems : redistribution global wealth ⟷ growth model
< type of intervention : long-term and structural measures ⟷ shorth term and emergency aid operations
< opposition public and private actors
< power-relations donors and recipients
< role for local actors : local strengths ⟷ local shortcomings
< generalized DC ⟷ concentrated work
< purity of motives : right motive ⟷ right result
< emergency aid / structural aid how to spend limited budget (short / long term)
< project support / programme support / budget support / process support …
MARKET
market characteristics
> competition between players : distribution of scarce resources (public funds and donations)
> limited elasticity charity market : proliferation fundraisers + marketing techniques to increase generosity
> segmented market : mainstreaming and localization emergency aid operations + structural programmes
> flow back : some countries benefit more thanks to comparative advantages rather than donor intentions UKR
market rationality (profit-making)
< financial interests (≠)
< non-distributable social gain (=)
< entrepreneurship without risks
+ innovation, efficiency and flexibility : development impact bonds (private investors and conventional donors)
co-ownership / shared ownership
= collective management : projects and programmes often managed via interactive process with several parties
< various stakeholders : provider-government, local government, UN, NGDO, local authorities …
!! depersonalized risks : who should bear responsibility for failure, theft, loss, natural disaster …
, NEW DONORS
new or emerging donors (non-DAC members)
= new donors becoming more prominent, more vocal and more influential
< BRICS countries, UAE, Qatar, Kuwait, Indonesia, Thailand, Colombia …
!! misleading label : already active in the past
alternative way of DC
< group of donors significantly influenced move from North-South to a global paradigm less focus on ODA
< importance public and soft diplomacy : promotion respective culture and languages
< proliferation summits CH-AF, IN-AF, RU-AF …
!! own singularities, approaches and interests
Chinese alternative (illustration)
< sovereignty recipient country : non-interference domestic affairs
< unconditional
< benefits both donor and recipient
!! increasing dependence on CH (BE consensus) and decreasing dependence on West (WA consensus)
NEW PARADIGM
new aid agenda
= shift in principles, orientations and working methods
< lack of knowledge about development spending : issue of aid effectiveness
> Paris Declaration on Aid Effectiveness (2005) : process in the making (new paradigm is emerging)
< ownership : developing countries have the right and responsibility to exercise leadership
< alignment : donors must respect ownership and make aid more predictable and untied
< harmonization : joint sets of rules, joint missions, joint evaluations …
< managing for results : quantitative evaluation and transparent reporting
< mutual accountability : both recipients and donors accountable for their actions and decisions
search for better development
< projects determined steps to reach objective / goal
< programs more flexible approach to reach objective / goal Fixing Air (Uganda)
< budget support ownership to reach objective / goal
< process start from problem and build committed community (complex and long term)
Les avantages d'acheter des résumés chez Stuvia:
Qualité garantie par les avis des clients
Les clients de Stuvia ont évalués plus de 700 000 résumés. C'est comme ça que vous savez que vous achetez les meilleurs documents.
L’achat facile et rapide
Vous pouvez payer rapidement avec iDeal, carte de crédit ou Stuvia-crédit pour les résumés. Il n'y a pas d'adhésion nécessaire.
Focus sur l’essentiel
Vos camarades écrivent eux-mêmes les notes d’étude, c’est pourquoi les documents sont toujours fiables et à jour. Cela garantit que vous arrivez rapidement au coeur du matériel.
Foire aux questions
Qu'est-ce que j'obtiens en achetant ce document ?
Vous obtenez un PDF, disponible immédiatement après votre achat. Le document acheté est accessible à tout moment, n'importe où et indéfiniment via votre profil.
Garantie de remboursement : comment ça marche ?
Notre garantie de satisfaction garantit que vous trouverez toujours un document d'étude qui vous convient. Vous remplissez un formulaire et notre équipe du service client s'occupe du reste.
Auprès de qui est-ce que j'achète ce résumé ?
Stuvia est une place de marché. Alors, vous n'achetez donc pas ce document chez nous, mais auprès du vendeur juliette5. Stuvia facilite les paiements au vendeur.
Est-ce que j'aurai un abonnement?
Non, vous n'achetez ce résumé que pour €3,49. Vous n'êtes lié à rien après votre achat.
Peut-on faire confiance à Stuvia ?
4.6 étoiles sur Google & Trustpilot (+1000 avis)
49497 résumés ont été vendus ces 30 derniers jours
Fondée en 2010, la référence pour acheter des résumés depuis déjà 14 ans