Aid Architecture: Reflections on NGDO Futures and the Emergence of Counter Terrorism

Publication date: Wednesday 05 January 2005

Non-governmental organisations involved in international development (NGDOs) face unprecedented conditions that call for thoughtful responses. Three major dynamics are combining to shape NGDOs policy and operating environments.

Abstract preview with special permission from Intrac.

Non-governmental organisations involved in international development (NGDOs) face unprecedented conditions that call for thoughtful responses. Three major dynamics are combining to shape NGDOs policy and operating environments.

First, in a relatively unstable and insecure world order, NGDOs must deal with demands generated by a comprehensive, interlocking architecture of international aid. This construction could homogenise NGDO thinking and practice along official lines and induce negative competition. It can also increase tensions between service delivery and governance roles. At the same time, the aid framework promotes more complex relationships that can help or hinder resourcing opportunities. All these possibilities have implications for NGDO effectiveness, accountability, identity and sustainability that are discussed.

A second set of pressures stem from developments within civil societies. Here, southern NGDOs need to contemplate displacement by social movements as agents of structural change, while northern NGDOs would do well to consider the growth of domestic, migration-driven Diasporas as potentially more effective international civic resource providers, intermediaries and advocates.

The uncertain, interactive effects of all these evolutionary factors are now compounded by the abrupt and still emerging impact of counter-terrorism measures (CTM) on civil liberties and human rights in general and on aid policy and practices in particular.

The consequences of donor and NGDO compliance with CTM laws, policies, rules and procedures are likely to be unevenly distributed and potentially unchallengeable. CTM carries implications for change in NGDO behaviour and relationships, preliminary signs of which are identified. Responding to this new and complicated combination of circumstances will require well thought through strategies allied to insightful leadership and organisational agility.

As a contribution to such processes, the paper unpacks and analyses key dimensions of contextual dynamics. The results are used to identify issues and critical questions that NGDOs could be asking about their futures and choices. The paper also indicates related topics for reflection by funders. To assist discussion, ideas about possible forward-looking options for NGDOs and donors are provided.

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