Following up on his recent post, "Living with the ‘results agenda’, redux" Suvojit argues for the importance of contract managers at the frontline of development projects.
I frequently come across people who say that donors are under increasing pressure to spend more with fewer staff. This usually comes from friends and colleagues that work with donor agencies, or those that interact closely with them. This is supposed to be largely a consequence of pressure from domestic tax-payers, who have refused to continue to fund bloated aid bureaucracies.
This directly impacts how donors approach the ‘results agenda’. The ‘results agenda’ implies an expectation from donor agencies that they record and report results that their funds are able to achieve. The focus therefore is on outputs and outcomes, as well as the cost at which these were achieved, and on demonstrating how they compare against context-relevant benchmarks. For donors, this means selecting the right implementing partners, and holding them to account for the delivery of cost-effective results.
But this also means rethinking how donor agencies themselves are run. An important question that donors face is regarding the staff composition in their offices (especially the country offices). Should there be more Programme Managers or Contract Managers? The easy answer of course is to say, “we need both”. But what should be the balance of power between the two? In this post, I acknowledge this is a genuine dilemma, but deliberately argue for the latter.