Wednesday, October 15, 2008

World’s most dysfunctional states and collapse

But the new colonialists are doing far more than simply carrying out the mandates of wealthy benefactors back home. They often tackle challenges that donors and developing-country governments either ignore or have failed to address properly. International Alert, a London-based peace-building organisation, monitors corruption in natural-resource management in unstable countries such as the Democratic Republic of the Congo and serves as an early warning system to Western governments about impending conflicts. The Bill & Melinda Gates Foundation, which has spent more in the past decade on neglected-disease research than all the world’s governments combined, has been so dissatisfied with existing international health indexes that it is funding the development of brand-new metrics for ranking developing-world health systems.

Seeing jobs that need to be done, the new colonialists simply roll up their sleeves and go to work, with or without the cooperation of states. That can be good for the family whose house needs rebuilding or the young mother who needs vaccinations for her child. But it can be a blow to the authority of an already weak government. And it may do nothing to ensure that a state will be able to provide for its citizens in the future.

The power behind the throne

The responsibilities the new colonialists assume are diverse – improving public health, implementing environmental initiatives, funding small businesses, providing military training, even promoting democracy. But whatever the task, the result is generally the same: the slow and steady erosion of the host state’s responsibility and the empowerment of the new colonialists themselves.

The extent of the new colonialists’ influence is perhaps best illustrated in Afghanistan. The government possesses only the most rudimentary control over its territory, and President Hamid Karzai has made little progress in combating corruption and narcotics trafficking. The result is a shell of a government, unable to provide basic services or assert its authority. Today, 80% of all Afghan services, such as healthcare and education, are delivered by international and local NGOs. According to its own estimates, the Afghan government administers only a third of the several billion dollars of aid flowing into the country each year. The rest is managed directly by private contractors, development agencies, and humanitarian aid groups. Major donors such as Britain only briefly include the Afghan government in their aid agendas: Although 80% of Britain’s $200 million in annual aid to Afghanistan is dedicated to state ministries, as soon as the money arrives, it is swiftly handed over to NGOs like Oxfam or CARE for the actual construction of schools and hospitals. The transfers simply reflect many donors’ lack of confidence in Afghan ministries to distribute funds competently and implement aid mandates on their own.

Many of the gains that Afghanistan has made since the fall of the Taliban can undoubtedly be attributed to the efforts and largesse of the many thousands of NGOs that have set up shop in Kabul. But not everyone is thankful for their labour. Karzai has derided the wasteful overlap, cronyism, and unaccountability among foreign NGOs in Afghanistan as “NGOism,” just another “ism,” after communism and Talibanism, in his country’s unfortunate history. In 2005, Ramazan Bashardost, a parliamentary candidate in Kabul, sailed to electoral victory by running on an anti-NGO platform, threatening to expel nearly 2,000 NGOs that he claimed were corrupt, for-profit ventures providing little service to the country. Many NGOs understandably resent such criticism, particularly as it lumps together a diverse lot – private contractors, international aid agencies, local NGOs – and ignores the important contributions some have made. But none of these groups is anxious to perform so well that it works itself out a job. No matter how well-intentioned, these new colonialists need weak states as much as weak states need them.

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Source :
IIPM Editorial, 2008
An IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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