(Un)certainty for Sale? A Historic Exposé on Sida’s Use of External Experts 1960s–2020s

Figures & data

Figure 1: Schematic representation of the dynamic aid web, with examples of its vertical and horizontal relations

Table

Quick-fix, Implementer era 1960s–ca 1995	Problem	Eradicate poverty in the world
	Uncertainty response	- Contracting of external experts from the Global North (technical assistance) to strengthen Sida’s capacity and to support the Global South. - Contracting of evaluators to conduct evaluations which would show effects of aid.
	Critique and remaining uncertainty	- Technical assistance from the Global North has power over projects but despite it, effects of aid are not visible. - Technical solutions are not enough. - Proper planning and processes (also for procurement) are needed to better determine effects of aid.
Collaborative Turn era ca 1995–2005	Problem	Combatting poverty is complicated … but should be possible with proper planning and knowledge.
	Uncertainty response	- Contracting of Logical Framework Consultants to assure proper planning. - Contracting of experts as facilitators of capacity building through bottom-up and participatory approaches. - Contracting of ‘close consultants’ to ensure knowledge flows. - Organizing independency by setting up separate evaluation bodies.
	Critique and remaining uncertainty	- ‘Results’ of aid are still not known (or cannot be trusted) - Experts are too donor centred – should be procured by developing countries.
Proper Organization Proxy era ca 2005–2020s	Problem	Development is complex … but can be supported by proper actors and effective aid.
	Uncertainty response	- Ensuring that Sida is a proper organization and that aid money only is granted to proper organizations. - Contracting external help-desks to support with thematic expertise. - Contracting of experts to legitimize ‘proper organizations’
	Critique and remaining uncertainty	- ‘What happened to poverty?’ Mission drift from effects to proper structures and procedures. - Responsibilization Is it really our mission to handle the world’s problems?

Table

	Quick-fix Implementer era 1960s–ca 1995	Collaborative Turn era ca 1995–ca 2005	Proper Organization Proxy era ca 2005–2020s
Role of Sida and its aid bureaucrats	Expert agency – contractor of external experts who are expected to solve development aid problems.	Expert agency – knowledge leader in Swedish society	Administrative agency – main task is to finance and control aid funds. Catalyst.
Dominating competencies and values at Sida	Implementation expertise. ‘Solving the problems’ Development country-focused organization.	Thematic expertise. Participatory approaches. What values ‘Doing the right things’ Horizontal organization.	Management/generalist expertise. How values ‘Doing things right’ Controllers, lawyers. Hierarchical organization.
Dominating competencies among consultants	Implementers of projects. Criticized for consultocracy in project decisions.	Facilitators of processes. ‘Close consultants’. Criticized for not doing things right and for consultocracy in administrative decisions.	Increase of management experts. Trust transfers to legitimize ‘proper organizations’. Criticized for not seeing the bigger picture and for consultocracy in project decisions.
Swedish consultancy market	Many smaller Swedish consulting companies.	Larger Swedish consulting companies.	Mainly large international consulting companies.