A conversation on the role influence and money plays in aid relationships

This interview appeared in the AICD Newsletter from februari 2009 

Jacqueline Verhagen the Learning Facilitator at PSO, a Dutch capacity building organization based in the Netherlands invited me (Wangui Karanja, EASUN)  to share my views on the role and influence money plays in aid relationships.

Jacqueline: The important question on this subject of partnership is whether true partnership between donor and recipient organizations is possible. Is money such a strong, powerful resource? If the answer is yes, our Dutch challenge is to become the best donor in the world and to develop the best relationship (not partnership) with our recipient organizations. If we take that route, we will not talk about partnership anymore! And we will be conscious that there is no equality! However, I do not think that money is such an overwhelming resource? What do you think?

Wangui: 'Like you, I am reluctant to think that genuine partnership is not possible because of money. I agree there is need to admit/accept that current partnership arrangements are unequal. Is there a will for reflection and development of 'genuine/real' partnerships? Indeed, can a situation where money is involved also support equality? Is this a smoke screen or a statement of our understanding and relationship with money?'

Jacqueline: Can you please say more? I am out to listen today.

Wangui: 'First, one of the huge challenges where money is concerned is the need to change perceptions and institutional conditions from the world and context that is sending the money to the world and the context that is receiving it, i.e. demystify/defuse the realities and myths around the 'Haves' vs. 'Have-nots'; 'a world with everything vs. a world with nothing.'

'There needs to be more focus on the added value when these worlds come together to work on a joint vision-a strategic venture as opposed to the sometimes overwhelming focus on conditions from the world handing out, to the one receiving.'

'Secondly, money needs to be seen as only one of the resources and drivers in a partnership as opposed to the ultimate resource/driver. Other existent resources that are not given due recognition are:

1. Knowledge and expertise;

2. Contextual advantages that are location based;

3. Human resources;

4. Values;

5. Social capital;

6. Local contributions-like time and energy.

Thirdly, money must be recognized as an enabler, as facilitative rather than a condition.

Finally, monitoring and evaluation exercises need to be experienced as learning and improvement instruments as opposed to judgment exercise assessing the continuation or termination of funding.'

Jacqueline: One of the challenging interfaces that our partners have to manage is the dual role of fundraising and advising. In your view, are these roles complimentary or do they sit in tension?

Wangui: 'What message does the mere presence of advisors send? Moreover, what are they advising on if parameters of work, vision and values are well articulated? Could the presence of this role be pointing to a gap in the partnership, institutional set up for ongoing development of NGOs as development vehicles? Could it be pointing for the need for ongoing institutional building and ongoing clarification/emphasis on the strategic relevance, nature and focus of partnerships?'

'What do current systems, procedures, conditions, deadlines, policies, tools of planning and measurement in development cooperation say about power and money? Who is the author of these? Were all stakeholders or end users involved in their development?

I have probably raised more questions than answers. In summary, I am inclined to work towards scrutinizing current partnership practices in order to improve them. I find it is developmental and affirming to focus on what both worlds can achieve together. This calls for an inevitable shift in focus to vision, values and the transformation agenda.'

Jacqueline: 'This is a trajectory with so much potential for learning. It is interesting how posing questions invites more and more exploration and searching as opposed to solutions.'