Elements of successful strategic assistance measures

This outline of considerations is based on personal experiences and lessons learned in a specific professional context, and it is based on many years of work in various international capacities. I have recently put this into a specific context and the following is the de-sensitized version which I hope is useful for a more general reflection on international assistance efforts.

1. Any form of international assistance to domestic, national or regional development of governance happens in different societal and cultural contexts, has to be framed within a specific and complex historical and political environment often including various and very complex stages of post-conflict states of affairs, and depends on political and strategic motivations of (a) States receiving assistance, (b) involved regional and international organizations and (c) donors. There are only limited blueprints available, and no copy/paste strategy works.
2. Situational ambitions and motivations by all involved actors are driven by the momentary situation and need to be used for, and reconciled with, the requirements forming the basis of long-term strategic and sustainable development based on a vision, a strategic framework, its operationalization, its measurability, and constant evaluation. There is no successful strategic development if it fails to deliver immediate operational impact, nor will quick-impact-projects without an evolving framework of flexible strategic commitment, robust enough to sustain itself in rapidly evolving political and security contexts, be more than piecemeal.
3. “Local/domestic ownership” and “assistance” are crucial terms. However, they are vulnerable to becoming lip service. Thus, the DNA of any strategic assistance must hard-wire the commitment of all who assist to put beneficiaries into the driver seat and to demonstrate this in all actions. Since growth of confidence, capacity and capabilities of domestic governance are inherently a fundamental objective of such assistance, constant dialogue on all levels needs to mitigate the different motivations of all involved actors, putting the beneficiaries front and center. This requires a high-level agreement of beneficiaries, implementers and donors prior to any development of a concrete assistance strategy. The agreement needs to reflect motivation, commitments, and limiting conditions of all parties involved, and it should be subject to regular proactive evaluation on a high level, bringing all partners in this joint exercise together. In order to get there, operational kick-starter activities need to demonstrate visible commitment to partnership and transparency.
4. Strategic assistance, if successful, attracts many who are interested to participate. Coherence of efforts must be robustly built in from the outset on, an accountability framework must bring all actors together. It works better if the capacity for growth is built in early. It is particularly relevant to include beneficiaries as partners: If unguided, donors and implementors can develop a mindset based on exclusive talking. This can be very subtle, allowing for claiming that domestic ownership is fully implemented, and the differences only been seen by insiders, but especially being felt by beneficiaries. Donors need constant reminding of what “assistance” means, and implementors will benefit from a larger accountability mechanism which helps them to mitigate their genuine motivation to assist (thus, to work at taking themselves ultimately out of the equation) with their business models (they need to generate projects because it is part of their raison d’être and they have payrolls to serve).

Recommendations

Identify Champions

Beneficiaries with a strong interest in identifying needs on a strategic level and a commitment to implementing governance processes and institutions committed to international principles and standards and resilient against undue political interference and corruption;

International/Regional Organizations with an ability to reflect and integrate regional political and security aspects and a willingness to establish, or significantly contribute to, and politically support, a technical steering process for all aspects of assistance to beneficiaries;

Donors with a willingness to be trailblazers in a partnership approach within a long-term political commitment, bolstered by the ability to significantly contribute to financial funding, political support, and being ready to deploy long-term advisers into the regional context.

Map a path into structured dialogue, based on principles of strong partnership

Champions on the side of international organizations and donors to generate a technical dialogue leading into high-level ministerial support, visibly owned by political stakeholders of beneficiaries.

Use kickstarting assistance in order to establish visibility and demonstrated immediate commitment

On basis of a preliminary needs assessment, from the outset on empowering representatives of beneficiaries, to identify quick-impact projects.

Tie kickstarting assistance into a political dialogue encouraging to express long-term intent and readiness to establish a roadmap

It allows for regional cooperation amongst those who are ready for it, and design a draft roadmap with vision, objectives, first-level operationalization, and benchmarking.

Identify the coordination mechanism which involves stakeholders from all sides allowing for what is needed most: Growing technical dialogue on basis of an understanding of equal partnership. This then is the basis for political operationalization, using these examples as successful templates for stating: “Cooperation works”.