It is common to see projects or initiatives that introduce new technological innovations, many times even more advanced that what is available in “developed” countries. However, those who have experience in international development know the failure rate of initiatives that rely only on the latest and newest technologies. Despite the benefits that many modern technological innovations may be able to provide, we understand and appreciate that some basic and traditional tasks, such as training, deployment strategies, durability, etc. are directly linked to the success and sustainability of these innovation efforts.

“Innovation” can often be found in processes and procedures that might not require new technologies, but instead use existing technologies in a different, more efficient, and effective way. Spending time observing and asking the right questions to understand the circumstances of the communities to be served is important in the designing these processes. Understanding topics such as those related to culture, sociology and geography could be the key to solving many international development issues.

For example, many service delivery projects in Africa are using, Short Message Service (SMS), an older communication technology, more successfully than what is provided by newer smartphones. The key to the success of those projects was not the technology itself, but rather a better understanding of the root problem, an involvement of the communities affected and the use of tools that are affordable and easily available.

According to market research firms such as A.C. Nielsen, more people in Africa have access to cell phone service than clean water. However, those with access to cell phones typically use older models with more basic technology, such as SMS service.
Foreign and local innovations have also improved service delivery in sectors such as health, agriculture and financial services.

For example, CycleTel and BloodBank SMS have both been successful using SMS technology. CycleTel is currently used to send reproductive health messages to women in India, while BloodBank SMS has improved communication between local district hospitals and Kenya’s centralized blood bank.

SMS is also used to share crop price information between buyers and farmers, thus increasing market transparency while raising prices paid to farmers and getting access to more quantity and better quality for buyers. Mobile banking is also entering some African countries via SMS.

Governments, international donors, non-governmental organizations (NGOs), etc. should plan their assistance and solutions around which technologies people can afford and are already familiar with. Taking these factors into account will play an integral part in sustainability once foreign assistance is reduced or eliminated. In addition, service delivery models should be based on tangible results, using technologies that are already deployed and proven.

Innovations in the international development arena should not be created in a vacuum. They need to be designed and developed while interacting continually with end users. What can make perfect sense to someone sitting in an office may not be a relevant solution for someone in the field. That is why organizations in international development need to work closely and collaborate with organizations on the ground and with locals.

Delivery models based solely on technology are not enough to deliver optimal results. Moreover, utlizing breakthrough technology while also involving end users still poses risks due to poor processes or procedures (e.g., training). At DI Development, we represent the ideal delivery model with a triangle – with all three sides equally supporting technology, end users and processes/procedures.

Figure 1. Ideal model scenario where all three factors are considered equally

International development professionals need to understand and experience these concepts first-hand to avoid overemphasizing cutting-edge technologies, training techniques that promise miracles or consulting companies with “magic bullets.” Being informed, in the field, and in touch with end users while applying common sense might be more relevant than anything else and what we need to confront the many challenges in development.

Panelists included Afghan Ambassador to the U.S., H.E. Eklil Ahmad Hakimi, Ambassador-at-Large for Global Women’s Issues, Melanne Verveer, and Larry Sampler, Senior Deputy Assistant Administrator for the Office of Afghanistan and Pakistan Affairs at USAID. The event, moderated by the President of the Middle East Institute, Ambassador Wendy Chamberlin, was attended by more than 100 guests representing the Obama Administration, U.S. congress, diplomatic corps, non-governmental organizations, and think tanks.

Opening remarks were given by the Slovenian Ambassador to the U.S, H.E. Roman Kirn, and co-host Dr. Arthur Keys, IRD President/CEO. Kirn discussed Slovenia’s role, activities and priorities as a development assistance donor country, with emphasis on his country’s assistance programs in Afghanistan, also within the European Union framework. Keys presented IRD’s work in partnership with Slovenia and other international organizations, and their long-term commitment to rebuild Afghanistan’s civil society.

Chamberlin then invited the distinguished panel to discuss topics such as how to sustain the progress made in Afghanistan after the 2014 withdrawal of international security forces and if that would that lead to a security vacuum, and how to engage more women and youth in strengthening Afghan institutions, democracy, civil society, and economic development.

The panelists agreed that the role women play in Afghanistan’s future is crucial to assure sustainable development and long-term peace and stability in the country. Verveer, who thanked the Slovenian government for its contribution to ISAF (International Security Assistance Force) and OMLT (Operational Mentor and Liaison Team) in conjunction with the Colorado National Guard, mentioned that Afghanistan has made considerable progress in the past ten years and that the degree of prosperity will depend on the degree to which Afghan women are allowed to fully participate economically and politically. She emphasized that Afghan women do not want to see the progress they have made go backwards and that their participation will say a great deal about how the process will go forward.

During his remarks, Hakimi acknowledged that despite progress over the past decade, shortcomings still exist in Afghanistan and that “a strong and enduring partnership between the Government of Afghanistan and the international community will be required to meet these challenges.” He outlined the government’s plan for transformation beyond 2014 and discussed the key national priority programs and the reforms that the government is pursuing to ensure that international assistance will be effectively used to reach Afghanistan’s shared goals with the international community.

Hakimi stated that the Taliban has changed in the last ten years as well. For example, a minister of the former Taliban Government today runs a school for girls – a good indicator that women’s and minorities’ rights will be upheld. The Afghan government recognizes achievements made in the past ten years regarding the role of women and has made their position very clear that “human rights and women’s rights are red lines that won’t be crossed.”

In conclusion, Hakimi noted that, “It is important for the international community to promote long-term economic development, trade, and investment in Afghanistan, because Afghanistan’s economic stability directly affects global security. Without a viable economy it will be more difficult to counter the insurgency.”

Sampler offered an optimistic view of progress made in Afghanistan in the last decade including:

1. Increase of gross domestic product (GDP) per capita from $200 to $500
2. 40 percent increase of births delivered by skilled professionals
3. Prolonged life expectancy
4. More children, including a remarkable percentage increase of girls, are enrolled in schools.

Sampler believes that, “once education takes root, it cannot be taken away.” He also discussed USAID’s continued support for Afghanistan’s reconstruction and saying, “The willingness of Afghans to move forward is unmistakable. And the capacity is present and growing daily. Our job at USAID is to support our Afghan colleagues as they continue to move forward, rebuilding their country and building their own future.”

The field of democracy and governance is a dynamic and intangible concept which can be challenging for development professionals to measure in terms of successful results.  At its core, democracy and governance work attempts to alter behaviors.  More specifically, in our democracy and governance program, the goal is to change how individuals react while public sphere circumstances remain static in hopes of creating a more transparent public sector.

As the DI Development team in Paraguay works on the latest components in the Threshold Program, it’s important to reflect on the progress that may not be measured quantitatively, but is surely making a difference for the citizens of Paraguay.

In the USAID publication, Frontlines, DI Development’s work in the Threshold program is highlighted.  DI Development helped strengthen the judiciary system in Paraguay by establishing an Office of Complaints for the Supreme Court and Judicial Audit Office which have the ability to investigate and recommend sanctions against judges and justice-related professionals.

“To us, it was really blessed … the creation of this department of judicial audit,” said Olga Torres de Fernandez, a Paraguayan citizen who successfully convicted local doctors for medical negligence after more than four years of her trial being suspended.

“We found out that there was an office which could receive [claims] and that could also act… not only against attorneys, but also against judges that also fall into these kinds of legal chicanery,” Torres said. “We requested help from the audit office through a note, and, for us, it was a true blessing that, thanks to that, the necessary diligence was immediately performed.”

According to USAID, “during the past year, almost 1,200 claims have been filed at this office against judges, judicial staff, and attorneys, many of which resulted in sanctions.”

McManus serves as co-chair with Kristi Ragan, Chief of Party for USAID Grand Challenges Project, Development Alternatives, Inc. (DAI).  The workgroup hosted a planning meeting to discuss the upcoming year. McManus and Ragan led a discussion to develop and identify an accurate workgroup name, mission statement and description, exact functions of the workgroup, desired outcomes from workgroup participation and other key figures in the development area that should be engaged and participate.

The workgroup’s goal is to help evolve the discussion from Corporate Social Responsibility (CSR) to (1) the role of private sector in development, (2) partnerships that are more robust, and (3) bringing in non-traditional actors to international development.  The mission statement, which is under review, states the following:

This group will serve as a forum for discussion and exchange of information, solutions, innovation, models  on new directions that highlight the up and down side of private sector led development that looks at corporate responsibility including broader public private partnerships, supply chain management, global standards, accessing new markets, workforce development, impact investment and finance and community engagement. Through periodic seminars and other approaches including video, social networking, workshops the workgroup hopes to bring new thinkers, organizations and companies together to profile new models for development.  By sharing best and worst practices the workgroup hopes to build an expanded network of Washington, D.C.-based professionals.

SID Workgroups

One of the ways in which SID-Washington achieves its mission as a forum for the development community is through regional and topical workgroups.  Regional and topical workgroups, the true foundation of the SID-Washington Chapter, convene monthly allowing development practitioners to informally exchange ideas.

About SID-Washington

SID-Washington is the largest and most active chapter of the Society for International Development (SID), a not-for-profit founded in 1957 and headquartered in Rome. SID is a global forum of individuals and institutions concerned with sustainable economic, social and political development.  Today, SID has over 3,000 members in 80 countries and over 45 local chapters worldwide.

In his presentation, McManus discussed:

• Employment, productivity, and social stability in conflict and post-conflict environments

• Sustainability, resilience, and security from economic opportunity

• Transitioning a post-conflict environment into a fringe or emerging market

• The costs of failing to incorporate private sector input in strategic dialogue

• The “Babel Fish” factor in traditional government and private sector strategic partnership, that is, speaking the same language

• Models, options, and the potential benefits of a “4D” future (defense, diplomacy, development and “dollars” – private sector support and investment)

McManus challenged conference attendees to think differently about their individual approaches to reconstruction and stabilization and how the private sector could add value and momentum to their activities. In the current context of budget austerity, McManus highlighted how the private sector and more importantly, private sector investment, could help alleviate mission stress caused by cuts in funding.

The Peacekeeping, Reconstruction & Stabilization Conference

DI Development, a business of DynCorp International, was the primary sponsor of the 7th Annual Peacekeeping, Reconstruction & Stabilization Conference which brought together several key players in the industry to discuss the ongoing transitions in Iraq and Afghanistan as well as Sudan, Libya, Somalia, Haiti and Pakistan. Panelists included Ambassador John Herbst, Director, Center for Complex Operations at the National Defense University, Stephen Lennon, Chief of Field Programs Division, Office of Transition Initiatives at USAID, Doug Brooks, President, International Stability Operations Association (ISOA), Karl Wycoff, Deputy Assistant Secretary, Bureau of African Affairs at the U.S. Department of State and Brigadier General Ferdinand Irizarry, Deputy Commanding General, U.S. Army, John F. Kennedy Special Warfare Center and School.

DI Development, a DynCorp International Business

DynCorp International has teamed with Worldwide Humanitarian Services (WWHS), and Casals & Associates to create DI Development. This dynamic organization:

• Provides effective responses to emergencies, conflict, post-conflict and transition programs

• Applies innovative and sustainable solutions for long-term development success

• Leverages wider DynCorp International capabilities to support international development programming

DI Development’s unique delivery model, combined with an extensive global infrastructure, provides access to the resources and means to deliver highly effective, customizable and agile solutions to emerging or long-term development needs rapidly and at scale.

DI Development has the capability to support USAID field missions and bureaus, other U.S. Government entities such as the Department of Defense and State Department, and the broader international community in assessing, planning and executing programs.

Terrorists finance criminal activities by laundering money, so stopping this activity is on the top of a worldwide agenda to fight corruption. The failure of a country to prevent terrorists’ access to funds through money laundering can be met with formal and informal sanctions.

Serious Consequences

Among many other possible sanctions, countries that fail to establish an adequate AML could possibly suffer:

• Increased scrutiny by foreign banks

• Increased scrutiny by foreign law enforcement agencies

• Delay or rejection of bank account applications and international transactions

• Delay or rejection of membership in international trade organizations

A Call to Action

Aware of the pending threat to Timor-Leste’s reputation, USAID and the FTL Program began holding briefings to provide Timor-Leste’s political leaders with information on the benefits of a strong AML.

Next Steps

The National Parliament passed the AML and the resulting law is a critical piece of legislation that brings Timor-Leste into the international financial network and more aligned with international efforts to combat the financing of terrorism.

USAID’s FTL Program will continue to work with the National Parliament to further strengthen its anticorruption environment – helping the parliament exercise its fiscal oversight roles and further efforts to shut down money laundering opportunities. Expected priorities are likely to include tackling important legislation on politically exposed persons, extradition, and regulation of professions commonly used to facilitate corruption.

The USAID-MCC Anticorruption Program in Timor-Leste

DI Development, a business of DynCorp International, works with the USAID-MCC Anticorruption Program in Timor-Leste, a project funded by the Millennium Challenge Corporation (MCC) and administered by USAID. The program works in partnership with the Democratic Republic of Timor-Leste (“República Democrática de Timor-Leste” or RDTL).

The Program operates under the name Foti Timor-Leste (FTL), which translates in Tetum as “Raise up” or “Promote” Timor-Leste.

The purpose of the program is to reduce corruption by strengthening a network of effective anticorruption institutions and actors with the capacity to deter and detect corruption.

Now, in its 7th year, the reconstruction, stabilization and security series will continue to focus on the ongoing transition in Iraq and Afghanistan. This year’s conference will expand to cover Sudan, Libya, Somalia, Haiti and Pakistan.

The conference theme is “Transitioning from States of Conflict and Disaster to Stability and Security,” and topics include:

• The global climate with a focus on needs for reconstructive, security and humanitarian assistance

• Pending budget cuts and or legislation and its impact on the future of the industry

• Advance cohesive cooperation between agencies as well as methods for demonstrating the effectiveness of current operations

•  How the drawdowns in Afghanistan and Iraq continue to remain a vital investment and important model for successful reconstruction efforts

• Circumstances in specific regions of interest, like: Africa, Pakistan, Libya and more

Kerian McManus, vice president, International Development at DynCorp International, will be a featured speaker at the conference and will join other key conference speakers including:

• Ambassador John Herbst, Director, Center for Complex Operations (CCO), National Defense University

• Brigadier General Ferdinand Irizarry, Deputy Commanding General, U.S. Army John F. Kennedy Special Warfare Center and School

• Reta Jo Lewis, Special Representative for Global Intergovernmental Affairs, U.S. Department of State

• Manal Omar, Director of Iraq, Iran and North Africa Problems, United States Institute of Peace (USIP)

Attendees will include several key players in the industry such as ambassadors, directors, administrators, deputies, program managers and fellows with responsibilities or involvement in:

• Reconstruction and Stabilization

• Post-Conflict Reconstruction

• Disaster Management and Preparedness

• Peacekeeping/ Peace-building

• Safety and Security

• Humanitarian Efforts

• International Development

DI Development, a DynCorp International Business

DynCorp International has teamed with Worldwide Humanitarian Services (WWHS), and Casals & Associates to create DI Development. This dynamic organization:

• Provides effective responses to emergencies, conflict, post-conflict and transition programs

• Applies innovative and sustainable solutions for long-term development success

• Leverages wider DynCorp International capabilities to support international development programming

DI Development’s unique delivery model, combined with an extensive global infrastructure, provides access to the resources and means to deliver highly effective, customizable and agile solutions to emerging or long-term development needs rapidly and at scale.

DI Development has the capability to support USAID field missions and bureaus, other U.S. Government entities such as the Department of Defense and State Department, and the broader international community in assessing, planning and executing programs.

Have you ever wondered about the methodologies in which a country’s institutional and economic framework is built?  Through various government agencies, such as the Millennium Challenge Corporation and USAID, the U. S. assists other countries in achieving their social, economic, and governmental goals.

I recently attended an event titled, “How Cities Can Attract Private Investment” and learned about a case study from the Czech Republic.  Panelist Michael Kunz, Senior Governance Advisor at ICMA International, discussed his experience in leading a local economic development program in the Czech Republic that was based on the U.S. state of Virginia’s Development Certification Program.

In 1993, Kunz seized an opportunity to support the local economic development of a newly forming nation.  At this point in time, the Czech Republic had broken free from communist rule and was in an attractive position for investment. However, the country was in a fragile state, transitioning from a central economy to market economy and lacked understanding of how to be positioned to receive foreign direct investment (FDI).

With funding from the Mellon Institute and support from George Mason University, Kunz and his team worked with the newly formed nation to institutionalize management systems for economic development activities at the local and national level.

Inspired by the State of Virginia’s Development Certification Program and with the support of the Minister of Economy, Kunz implemented a program to organize local economic development that would facilitate job creation and improve local services.

Kunz’s case study gives practitioners a successful model in working across the spectrum of public institutions and the private sector to achieve locally identified economic goals and attract FDI to new markets.

The international development community is abuzz with impending budgetary cuts and a blurring of the lines between traditional development assistance and stabilization and reconstruction initiatives implemented through defense agencies.

Amidst this clatter, it is important to not lose sight of a few fundamental understandings. Core elements of international development will continue to be framed and measured in economic terms. Regardless of the proliferation of schools of thoughts on development, the struggle for developing nations and increasing the choices of individuals will center on generating economic growth.

Economic development requires sustainable growth and sustainable growth occurs in countries with market economies that are effectively and democratically governed.

The creation of a fair and functional market system requires more than just clusters of economic changes. Similarly, developing effective democratic governance in developing economies takes more than simple governance reforms. Transitioning to a market system and fostering democratic governance constitute a deeper transformation of the social framework.

The economic argument for a market system is grounded in its efficient allocation of resources. Achieving such efficiency involves more than vesting the private sector with the power to allocate resources; the support of a range of complementary institutions and practices is also necessary. Key among these institutions is a legal infrastructure that sets rules for interaction among market participants (including interaction between the private and the public sector), enforces these rules, and resolves conflicts in a way that enables individual participants to gain from society’s development and sets consequences for avoiding these rules. Because this infrastructure is essential to the development process, the design and function of public sector institutions and private sector organizations that interact with it are core determinants in a country’s development.

Designing, implementing, and maintaining such a system is a core government function. Those in the development field often wonder what kind of government is capable of this task. I believe the answer is a market-augmenting government.

A market-augmenting government is not a compromise between the view that a minimum degree of law-abiding and government intervention is required in the free market and the view that government shouldn’t meddle with the markets. On the surface, the concept challenges many of the neo-liberal tenets that have supported most of the agendas of free-marketers.

The need for market-augmenting government is combined with the growing awareness that significant variables in per capita income across countries cannot be explained by differences in capital markets, in the ratio of citizens to land or natural resources, or in the quality or marketable human capital or culture. These differences are caused by the different qualities of institutions and economic policies. Government supplements the economy by fostering sustainable growth and supplying public goods and the legal/institutional infrastructure for private goods. A market-augmenting government is one that expands the reach and depth of markets by optimizing voluntary and reliable exchanges. In essence, a market-augmenting government consists of ascertainable and secure property rights and enforcement of agreements.

The ideal market augmentation would allow all beneficial voluntary exchanges and would ensure that marginal benefits and costs triggered by each exchange are factored into the decision of the participants, and would cost no more to establish, operate, and maintain than the aggregate surplus for participants and outsiders.

The institutional nature of well-functioning markets is advantageous to more than just market participants. Private sector attempts to supply private markets are doomed to be “sub-optimal” in the language of economics. It is because of this that market augmentation is inherently a governmental public function, and should not be pushed sideways in the rush to “do more with less.”

The Democracy Strengthening Program (DSP), a U.S. Agency for International Development (USAID) funded initiative administered by DI Development, partnered with the people of El Salvador on the initiative. Thanks to DSP support, Salvadoran society is ready to welcome this important milestone.

Working Hand-in-Hand to Draft New Legislation

Transparency and access to information is essential to creating effective rule of law and strengthening democratic institutions. El Salvador’s Access to Information Law Promoting Group, the leaders’ collaboration known locally as Grupo Promotor, has been working hand-in-hand with DSP since 2008 to draft a proposal titled Access to Public Information Law (APIL). From the start, the tactic was to relentlessly educate the government on the importance of passing this law.

First, a grant was awarded by the former DI Development’s Transparency and Governance Program (TAG) to the   lberoamerican Institute of Constitutional Rights (Institute lberoamericano de Derecho Constitucional-IIDC). IIDC then partnered with the Salvadoran Foundation for Economic and Social Development (FUSADES), who in turn opened the draft proposal to citizens’ review.

A Long Battle toward a Significant Achievement

Once draft of the proposed law was completed, it was submitted to the National Assembly. The approval was delayed several times, including during a national electoral period.

The law was finally approved in December 2010 and ratified in March 2011 – a major victory for citizens’ rights that received 81 out of 84 votes. The APIL will officially be enacted in May 2012.

Under the new law, Salvadorans will have more opportunities to exercise social audit and control and verify public administration performance. The APIL is the first milestone toward more transparent governance in El Salvador, allowing greater citizen participation and control.

It is a significant achievement for DSP that for many years unremittingly supported the initiative.