Development Monitoring Center Concept

8/3/2019 Development Monitoring Center Concept

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International Development Innovations 1 of 17 January

Concept Paper: The Development Monitoring Center

PHONE-BASED MONITORING SYSTEM FOR

INTERNATIONAL HUMANITARIAN, RECONSTRUCTION

& DEVELOPMENT ASSISTANCE IN AFGHANISTANJanuary 2011


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January2011

ToReaders,SupportersandProspectiveFunders:

This concept paper outlines a compelling yet elegantly simple means of providing beneficiaries with a

greater voice within internationally-financed humanitarian, reconstruction and development projects and

programs inAfghanistan.TheDevelopmentMonitoringCenter (DMC)utilizesaphone-based, callcenter-

orientatedsystemtoenablebeneficiariestoanonymouslyandsafelyreportconcernswithongoingprojects

totherelevantimplementingagencies,donorsandgovernmentinstitutions.

By making the concern or complaint known to key stakeholders, implementing agencies, donors and,

potentially,otherswouldbeenabledto respond ifneeded.Such responsesmight beimmediate insome

cases,whileotherresponsescouldentailaformofinstitutionallearningwherebybeneficiariesconcernsare

takenintoaccountduringthedesignoffutureprograms.Assuch,theDMCsystemisnotjustamonitoring

andaccountabilitymechanismbutalsoatoolwhichmayfacilitateinstitutional,intervention-wideandglobal

learningandimprovement.

As a result of enhanced responsiveness and accountability provided through the DMC, development

assistancewould itself reflectprinciples of effective and transparentgovernancecommonlypromoted by

international actors inAfghanistan. Furthermore,by ensuring that beneficiaries concerns areaddressed,

donorgovernments and institutions canmoregenuinelypromotea peace dividend.Donorgovernments

couldunderstandwheretheiractivitiesaregeneratingangerandfrustrationlongbeforesuchsentimentsboil

overintopublicdemonstrations,violence,orembarrassingevaluationreports.Inthisrespect,theDMCisan

earlywarningsystemapplicabletoallsectorsofinterventionandparticularlysuitedforunstablecontexts.It

may also prove integral in ensuring that international assistance genuinely helps international and

governments actors to win the popular support of the local population while minimizing the corrosive

influenceofineffectiveformsofassistance.

Wehopethatyouareasexcitedinreadingthisproposalasweareinwritingit.Togetherwecanestablisha

system which will not only enhance accountability but which will make development assistance more

responsiveandmoreeffective.Foreveryonedollarinvestedinthisconcept,thebenefittothebeneficiaries

willbeten-foldormore.Thisconcept,ifimplementedeffectivelyinpartnershipwiththeAfghangovernment,

donor countries, multilateral institutions and implementing agencies, will represent the single greatest

increaseinaideffectivenesssincetheParisDeclaration.

Welookforwardtodiscussingthisconceptwithyouinperson.

Sincerely,

StevenA.ZyckStevenA.ZyckStevenA.ZyckStevenA.Zyck MohammeMohammeMohammeMohammedEhsanZiadEhsanZiadEhsanZiadEhsanZia

Director,InternationalDevelopmentInnovations,LLC ChiefExecutive,TADBEERConsulting,Inc


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CONTACT INFORMATION

For further information regarding the Development Monitoring Center (DMC) concept, please contact

InternationalDevelopmentInnovations(IDI).

eeee----mail:mail:mail:mail: [email protected]

phone:phone:phone:phone: +17576522474

website:website:website:website: http://www.development-innovations.com

_______________

ABOUT IDI & TADBEER

TheDMCreflectsapartnershipbetweenInternationalDevelopmentInnovations(IDI),whichislocatedinthe

UnitedStates,andTADBEERConsultingofAfghanistan.InternationalDevelopmentInnovations(IDI)isa

vibrantstart-upprovidingresearch,advisoryandtrainingservicesto thehumanitarian,reconstruction,and

developmentcommunities.IDIoperateswithhumanitarianvaluesbutwithanentrepreneurialspirit.Itwas

createdbyacademicsandpractitionersdisappointedwiththehighcostsandmediocreproductsofmany

developmentconsultingfirms.

TADBEERisanAfghanconsultancyfirmwithstronglinkstoreliableexpertiseatthegrassroots,national,regional and global levels. TADBEERs management is drawn from development professionals with

backgroundsinhigh-performinginstitutionswithinandoutsidetheAfghangovernmentandtheregion.Each

memberbringsadeepunderstandingofdevelopmentalissuesfacingthecountry,adeepcommitmentto

ensuringAfghanownershipandleadershipofthedevelopmentprocess,andawidenetworkofcontactsat

variouslevelsandinallkeyinstitutions.

_______________

THE DMC LOGO

The Development Monitoring Centers (DMC) logo is that of a lighthouse. The lighthouse reflected a

technologically simple means of providing mariners with advancewarning that danger lay intheir path.

According to this same logic, the DMC uses prevalent technologies the telephone to provide

implementing agencies, donors and host-nation governments with warnings about small problems and

challengesin internationally-financedassistanceprogramsbefore they lead todisaster, themetaphorical

crashingoftheshipupontherocks.


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SUMMARY & OVERVIEW

THE CHALLENGE.While international humanitarian, reconstruction and development assistance in

Afghanistanhasbenefitedmillionsofpeople,italsocommonlylacksaccountabilitytothosepeoplewhoit

aimstoservethebeneficiaries.Donoragenciesandimplementingagenciesmaynothavethemotivation,

mechanisms,ortimetocloselymonitorimplementationandbeneficiaryperspectivesonanongoingbasis

andtorespondeffectivelytogapswhenandwheretheyarediscovered.Evaluationsarecommonlytoolate

andreflectnarrowsamplesizesFurthermore,communitymemberswhoperceiveproblemswithinprojects,

frompoor-qualitymaterialstocorruptionandnepotism,maynotknowhowtoexpresstheirconcernssafely.

Might they face retribution from fellow community members or implementing agencies if they lodge

complaints?Aremanagers atthe implementingcompanyorNGO towhom theymightcomplain also

likely responsible for the mistake? Do they even know how to contact those managers if they were

interestedindoingso?Suchconcernshavelimitedbeneficiary-centricmonitoringofprojectsandprograms

and led tothe use ofcapablebutremote anddisconnectedmechanismssuch astheUSgovernments

SpecialInspectorGeneralforAfghanistanReconstruction(SIGAR),whichareonlyabletouncoverthemost

egregious and rampant of problems long after they have occurred. Existing systemsof evaluation and

auditing have proven unable to capture operational, day-to-day issuessuch asweak trainers providing

technical assistance, individual water hand-pumps which cease functioning after a month of use, or

concernsthataidisbeingmisappropriatedorwastedthroughcorruptionorprocurementirregularities.

THE PROPOSED SOLUTION. This concept note reflects a viable and elegantly simple approach toovercomingthischallengein Afghanistanandelsewhere theDevelopmentMonitoringCenter (DMC).In

short,theDMCwillinvolveanationalcallcenterswithinAfghanistanwhichbeneficiariesandothersmaycall

inordertoanonymouslyreportconcernsregardinghumanitarian,reconstruction,anddevelopmentactivities

freeofcharge.Ineachcase,thereportingindividualwillreferenceaprojectidentificationcode(PIC)which

corresponds to the project and which the national government (and/or donor agencies) will require

developmentactorstoputclearlyonallvisibilitymaterials,handouts,equipment,andotheritemssuchas

projectsignboards.IssuesreportedtotheDMC,whichwillbestaffedbymenandwomenfamiliarwithDari

andPashto,willthenbepostedonasecuresiteaccessibleonlytotherelevantimplementinganddonor

agenciesandtotherelevanthost-nationgovernmentagencyorministry.(Allinputswillalsobetranslated

intoEnglish toensureaccessibilityby internationalactors,andaudio-formattedconcernswillbeuploaded

foruserswithlimitedliteracyskills.)Theseactorswouldthenberesponsibleforrespondingtotheconcerns

incoordinationwithoneanotherwheredeemednecessary.

The DMC will have no role in adjudicating, investigating, or responding to any complaints made by

beneficiaries. It will instead serve only as an information gathering and reporting system. Once the

monitoringfunctionhasbeenestablished,thephone-basedsystemmaybeexpandedtoalsoincludeatwo-

way information flow; thecall centers and websites will disseminate information regardingdevelopment

projects and issueswhich they receive from government agencies, donors, international organizations,

NGOs,andothers.Inshort,theDMCcanbecomeamonitoringsystemaswellasaninformationsource

whichallowsbeneficiariestofeelmoreincontroloftheassistancetheyreceive.


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THE DEVELOPMENT MONITORING CENTER (DMC) PROCESS

TheprocessshownbelowdemonstrateshowtheDMCwouldbeginwithabeneficiarysconcernabouta

developmentassistanceprojectand,byrelayingittotherelevantstakeholders,enableatimelyresponse.

NoteNoteNoteNote:::: The electronic systemdiscussed abovewouldbepassword protected. Only relevant stakeholders

fromthedonorinstitution,implementingagency,andrelevantgovernmentbodywouldhaveaccesstothe

descriptionof eachissue inmultiple formats(text andaudio) and languages(Dari, Pashto andEnglish).

IssuesbroughttotheattentionoftheDMCwouldneverbepubliclyreleased,thoughtheywouldperiodically

beconsolidated ingeneric termsin orderto providedevelopmentstakeholderswithanalytical reportson

major challenges facing particular locations (e.g., provinces or regions) or sectors to guide their future

policiesandprograms.

BeneficiaryHasBeneficiaryHasBeneficiaryHasBeneficiaryHasConcernConcernConcernConcernAboutAboutAboutAbout

DevelopmentDevelopmentDevelopmentDevelopmentProgramProgramProgramPrograminHisorHerCommunityinHisorHerCommunityinHisorHerCommunityinHisorHerCommunity

BeneficiaryBeneficiaryBeneficiaryBeneficiaryCallstheCallstheCallstheCallstheDMCHotlinetoDMCHotlinetoDMCHotlinetoDMCHotlineto

AnonymouslyReporttheAnonymouslyReporttheAnonymouslyReporttheAnonymouslyReporttheConcernConcernConcernConcern

DMCMakesConcernDMCMakesConcernDMCMakesConcernDMCMakesConcernAvailableinLocalAvailableinLocalAvailableinLocalAvailableinLocal

LanguageandEnglishLanguageandEnglishLanguageandEnglishLanguageandEnglish

inElectronicSysteminElectronicSysteminElectronicSysteminElectronicSystem

ImplementingAgencyImplementingAgencyImplementingAgencyImplementingAgencyandDonorViewandDonorViewandDonorViewandDonorView

ConcernOnlineorConcernOnlineorConcernOnlineorConcernOnlineorviaviaviaviaEEEE----MailorText/SMSMailorText/SMSMailorText/SMSMailorText/SMS

StakeStakeStakeStakeholdersTakeholdersTakeholdersTakeholdersTakeCorrectiveActioninCorrectiveActioninCorrectiveActioninCorrectiveActionin

ResponseResponseResponseResponse

BeneficiarysConcernBeneficiarysConcernBeneficiarysConcernBeneficiarysConcernIsResolvedbyIsResolvedbyIsResolvedbyIsResolvedby

ImplementingAgencyImplementingAgencyImplementingAgencyImplementingAgency

STEP1STEP1STEP1STEP1

STEP4STEP4STEP4STEP4

STEP2

STEP2

STEP2

STEP2

STEP3

STEP3

STEP3

STEP3

STEP6

STEP6

STEP6

STEP6

STEP5

STEP5

STEP5

STEP5


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THE PROPOSAL

International humanitarian, reconstruction, and development actors currently operate in an environmentwhich lacksappropriate andnecessary levels of accountability. Theyhave beensheltered fromgenuine

oversightbythegoodintentionsandaimswhichunderlietheirimportantwork.Whilecomprehensible,this

lack of accountability prevents humanitarian actors of all stripes including intergovernmental, non-

governmentalandprivatesectorentitiesfromimprovingthequalityofservicestheyprovidetomanyofthe

worldsmostimpoverishedandvulnerablepopulations,particularlyinAfghanistan.Thisdocumentoutlinesa

critical first step in instituting a higher level of accountability: providing an accessible and safe means

throughwhichprojectbeneficiariesmayprovidefeedbackandraiseconcernsregardingtheassistancethat

theyreceiveinamannerwhichwillnotputtheirmaterialwellbeingorsafetyinjeopardy.

The system outlined in this proposalwould provide beneficiaries the right to voice concerns about the

assistancetheyreceiveinamannerwhichislikelytoimpelaresponseamongthosewhofinance,deliver,

andoverseeassistanceprogramsinAfghanistan.Bydesign,theDevelopmentMonitoringCenter(DMC)is

intended to function in nearly every context, from urban areas in relatively stable provinces to highly

insecuredistricts.Finally,theDMCwouldformthebackboneofapotentiallywidersystemwhichcouldbe

expandedandbuiltuponinordertofacilitateneedsassessments,programevaluations,awareness-raising,

andotherinformation-centricprocesses.

1. THE PRESENT LACK OF BASIC MONITORING

Oneislikelytoaskwhyanewsystemisnecessary.Whatiswrongwiththecurrentapproachtomonitoring

and accountability of international development projects? Simplystated,millions of people who receive

food,water,healthcare,andeconomicopportunitiesindevelopingcountriessuchasAfghanistanhavefew,

uneven,andsporadicopportunitiestoprovidegenuine,open,andhonestfeedbackontheassistancewhich

theyreceive.Whileprogresshascertainly beenmade inmore fullyinvolvingbeneficiaries inthe delivery

andevenselectionofinternationally-financedassistance,beneficiariesremainonuncertaingroundwhenit

comestoreportingproblemswithorconcernsregardingaid.

First and perhaps most notably, power imbalances discourage reporting. In most situations the

implementingagencyhasasignificantdegreeofdiscretioninidentifyingcommunitiesinwhichtoworkandinidentifyingparticularbeneficiariestoassist.Ifanindividualbelievesevenmistakenlythatheorshe(or

hisorhercommunity)willreceivelessaidifacomplaintislodged,theyarelikelytoremainsilent.Alogical

personwouldnotriskfutureaccesstoaidsimplyinordertoimprovetheimpactofanaidprogramby10,20,

oreven50percent.Something is, after all, betterthannothing.Implementingagenciesalso tend,often

accidentally, toperpetuate such fearsbyinforming communities that they should actgratefulandhighly

satisfied during donors and evaluators field visits. While individual implementing agencies could


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theoretically establish feedback systems, the concerns/comments reported by beneficiaries may never

maketheirwaytoprogrammanagers,donors,orhost-nationgovernmentofficials.

Second,andcloselyrelatedtothefirstpoint,internationalstakeholdersandimplementingagencieshaveamaterialinterestinglossingoverproblemsintheaidwhichisdisbursed.Adonoragencymustlookgood

lesttheAmericanCongressortheBritishParliamentallocatelessmoneyforforeignaidinfutureyears.The

United Nations (UN) agency, private contractor, or non-governmental organization (NGO) delivering

assistancelikewiseneedsthedonoragencyorcountrytoperceivethatitisperformingstronglylestitlose

funding toa rivalinstitution inwhatis an increasinglycompetitiveaid industry (i.e.,onemarkedbymore

NGOs and the arrival of private sector and even military implementing agencies). Thus, implementing

agenciesandthedonorswanttokeepproblemsasquietaspossiblelestofficialdevelopmentassistance

(ODA)dryup.

Third, cultural issuesalso play a key part.While varied throughout thecountry, nearly every culture in

Afghanistanbelievestosomeextentthatitis inappropriatetocomplain,particularlydirectlyandinperson,

to someone who isgenerous orwho is attempting toprovide assistance. Hence,beneficiaries cultures

impel them to smile and express gratitude despite the fact that they may have suggestions for how

assistancemaybeimprovedorrenderedmoreeffectiveinthefuture.Suchforcesareexceptionallydifficult

toovercome.

Finally,evenwherebeneficiariesfeelcomfortabletolodgecomplaintsorconcerns,doingsomanyputthem

inphysicaldanger.InahighlyinsecurecontextsuchasAfghanistanwhichismarkedmyinsurgencyand

myriadlocalandtribalconflicts,openlyregisteringacomplaintmightbeperceivedasandverywellmaybe

highly risky. When issues such as corruption, waste, nepotism, or factionalism are involved, the

complainantmayverywellfindhimorherselfnotonlycutofffromassistancebutalsoinphysicaldanger.

Withoutabufferbetweenthecomplainantandtheimplementingagencytomitigatesuchconcerns,manyof

the most egregious errors or forms of misappropriation (particularly corruption) may continue to go

unreportedorunder-reported.

2. THE DEVELOPMENT MONITORING CENTER

Based on the problem analysis above, an international humanitarian community currently faces power

imbalances,financial interests,cultural issues, andsecurity concernswhichprevent themfrom reportingconcerns aboutassistanceor recommendations for improvingaidprojects.TheDevelopmentMonitoring

Center(DMC)wouldovercometheseinasimplemanner:byestablishinganationalcallcenterwhichwould

record, consolidate, standardize,and reportbeneficiaryconcerns inAfghanistan todonors, implementing

agencies,andhostgovernmentinstitutionsinasclosetorealtimeaspossible.

Considerthe case ofa project beneficiaryin a ruralpart ofAfghanistan.He orshe had beenpromised

improved-quality wheat seeds and 100 kilograms of fertilizer in time for the next growing season. The


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growingseasonisnowthreeweeksaway,andnowordhasbeenreceivedfromtheimplementingNGO.

Phone calls to that NGOs office go un-answered, and an adequate reply is never received. Farmers

becomeconcernedthattheaidmayarrivetoolateormayhavebeenmisappropriated.

Underthis system,farmersintheareawillbefree tocall theDMCinordertoregistertheirconcernand

requestclarification.Theywouldhavetheoptionofspeakingtoanoperator,eitheramanorawoman,who

isfluentinDariorPashto.Inordertoensurethattheconcernislinkedtothecorrectprojectorprogram,the

beneficiary would provide a Project Identification Code (PIC) which would have been conveyed to all

communitymembersatthestartoftheprojectandwhichwouldbewrittenclearlyonallvisibilitymaterials,

information boards, and related project equipment. (The DMC operator could look up the code if the

beneficiarydoesnotknowit.)Thiscodewouldensurethattheconcern/feedbackisclearlymatchedtothe

correct project, implementing agency, and donor(s). The PIC would automatically prompt the DMCs

computersystemtonotethedetailsoftheproject:sectorandactivity,implementingagency,donor(s),and

locationoftheproject(village,district,andprovince).TheconcernwouldbeinsertedbytheDMCoperator

andwouldbecategorized;eachpieceoffeedbackwouldalsobecategorizedwithregardstoitsseverity

(e.g., critical, important, or informational) and timeliness (e.g., urgent, semi-urgent, upcoming, or

forthcoming).

Operatorswouldbeencouragedtoaskquestionsinordertoensurethatthenatureof theproblemisclear

and wouldpotentially askthe caller to provide suggestions regardinga potential solution/recourse. Any

identifying information provided by the caller, such as names, specific descriptions of their families or

householdlocations,wouldberemovedbytheoperatorandbyasupervisorwhowouldcarefullyreviewthe

entrybeforeitismadevisibleonthecomputersystem.Followingthesupervisorsapprovalandrevisions,

thecomplaintwillberunthroughanelectronictranslationsystemwhichwillrenderthedescriptionofthe

issueintoEnglish.Theseautomatedtranslationswillthenbereviewedandrefinedbyahumantranslatorto

ensureaccuracy.TheavailabilityofissuesinthelocallanguagesandinEnglishwillenablethebroadest

possibleaccess.

AudiorecordingsofeachcomplaintlikelyinthelocallanguagebutalsopossiblyinEnglishwouldalsobe

madebytheoperatorora supervisor.Theaudiorecordingswouldbe particularlyuseful forDMCusers,

suchaslocalofficials,whohavelimitedlevelsofliteracy.Furthermore,audiorecordingsofconcernswould

makeitrelativelyeasyforrepresentativesofimplementingagencies,donors,andgovernmentinstitutionsto

accessDMCconcernsviatheirmobilephoneswhileawayfromtheofficeorduringpoweroutages.

Followingthereceiptofacomplaintbyanoperator,itisestimatedthatnolongerthanthreehourswouldbe

requiredforreviewandtranslation.Tofacilitatethisprocess,operatorswouldbemethodicallytrainedon

producingreportswhichareaccurateandcomprehensiveyetbrief(usually3to5sentencesexceptinhighly

technicalsituations)andthatthelanguageuseditfreefromidiomswhichmightdelaytranslation.


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Theconcernwould,afterreviewandtranslation,bedirectedtotherelevantpartieswhichandqualifiedand

registered to receive notifications regarding that particular PIC. In most cases this would involve the

donor(s), the implementing agency, and a government entity (e.g., a ministry and/or provincial/district

department). By adjusting settings via an online site, the stakeholders could choose to receive DMCinformationviaapassword-protectedonlinesystem,viae-mail,orviatextmessage.Forinstance,critical

andurgentissuesmightbesentviatextmessageande-mailinadditiontobeingpostedontheonline

systemwhileimportantandupcomingissueswouldonlybeconveyedviae-mail.Respondingtothe

complaintswouldbethesoleandcompleteresponsibilityofexternalstakeholderssuchasthedonor,the

implementingagency,and,insomecases,therelevantgovernmentagency.ThesolefunctionoftheDMC

wouldbetogather,process,anddisseminateoramplifybeneficiariesconcerns.

WhyNotAWebWhyNotAWebWhyNotAWebWhyNotAWeb----BasedSystem?BasedSystem?BasedSystem?BasedSystem?

WithexpandinglevelsofInternetcoverageandusageinAfghanistan,ithasbeensuggestedthatanentirelyweb-basedsystemmaybeusedtoenablebeneficiariestoregisterconcerns.Whilecertainlyapossibility,itseems

unlikelythatmanyDMCuserswouldhaveregularaccesstoanInternet-enabledcomputer.Furthermore,aweb-

based system would provide an advantage to some often wealthier and better educated citizens, thus

undermining the equality of access which the DMC concept strives to enshrine. Finally, one of the DMCs

strengthsisitsabilitytoenablebeneficiariestofeelheardandtoprovideaclearportraitoftheirconcernthrough

aprocessofdialoguewithanoperator.Asignificantdegreeofempowermentandclaritywouldlikelybelistviaa

relativelymoreimpersonalanduni-directionalweb-basedsystemintheAfghancontext,inparticular.

Onaperiodicbasis,likelyquarterly,beneficiaryconcernsinputintotheDMCsystemwillbeconsolidatedforindividualprojects/PICs,implementingagencies,donoragencies,provinces,sectors,andsoon.Aproject-

specificreportwouldpresentasummaryofallof theissuesraisedbybeneficiariesacrosstimeinorderto

demonstrate the frequency of each. Similarly, a provincial report might show themost common issues

raised by beneficiaries within a province in order to help stakeholders to target and design future aid

programsinthatarea.Furthermore,sectoralreportswouldenableamoreconsolidatedportraitofproblems

and challenges facing projects related tomicro-enterprises, HIV/AIDS, agriculture, or local governance.

Thesewould feed into a process of lessons learningwhichwould greatly improve the effectiveness of

humanitariananddevelopmentassistanceinAfghanistanandglobally.

3. IMPACT

The phone-basedmonitoring of international development projects would enable a range of benefits. It

wouldallowbeneficiariestofeelempoweredtoprovideconstructivefeedbackondevelopmentprojectsand

toseekredressof grievanceswithout jeopardizingtheirsafetyorfutureaccess toassistance.TheDMC

wouldtakethefear,shame,andriskoutofreportingconcernswithwell-intentionedbutfrequentlyimperfect

aidprogramsfundedbydonorsandimplementedbyNGOs,privatecontractors,internationalorganizations,

andothers.


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Byallowingbeneficiariesvoicestobeheard,theAfghanpeoplewhousetheDMCarelikelytofeelmore

satisfied with assistance and more empowered. The DMC will help to demonstrate and exemplify

institutional responsiveness.Furthermore, thecollection of feedbackwould enable donors to see whichimplementing agenciesareperformingstrongly andwhichare constantlyfacing constant complaintsand

criticism from beneficiaries. The system would also allow implementing agencies aswell as donors to

recognize problems farearlier than end-of-projectevaluations. Organizations would notonly beable to

better target and refine the type of assistance they provide; they would also be able to monitor staff

memberswithinandthroughtheconcernsraisedbybeneficiaries.

4. FUTURE, INSTITUTIONAL DEVELOPMENT

Whatisdescribedabovemayconstitutethefirstphaseofabroaderprocess.TheDMCconceptwouldlikely

serveasthebackboneforabroaderrangeofinformation-centricactivities.Thesemayinclude,forinstance,impactevaluationsandresearchaswellasawarenessraisingactivities.Thephonesystemcouldalso,ina

modelcurrentlyusedinNewYork,becomea311-typesysteminwhichcitizenscallthenumbertoaskfor

clarification ongovernmentpolicies, taxprocedures,public holidays,elections,andother topics. Indeed,

eventually theDMCcould notonlyreceivecomplaintsaboutdevelopmentprojectsbutcouldserveas a

mechanism for implementingagencies to disseminate informationaboutassistance.TheAfghan people

couldusetheDMCtolocateanagriculturalextensionserviceprovider,accessliteracyclasses,tocompare

termsprovidedbymicrofinanceinstitutions,seekoutimmunizationsfortheirchildren,orlearncommodity

pricesavailableatvariousmarketsintheirarea.Inshort,theDMCcouldeventuallybescaled-uptobecome

aone-stop-shopforhumanitariananddevelopmentinformation.

5. FINANCING

An undertaking of this importanceand significance will require substantial inputs, particularlyduring the

initial phases during which time expertise in information services and call centers will be necessary,

infrastructure will need to be established, and staff will require training. Following this initial formation

process,theDMCwillnotonlyhavelowerbasiccostsbutwillalsobeabletobettertargetitsresourcesin

ordertoreducethem.Forinstance,seeingwhattimesthesystemismostheavilyused,staffnumbersmay

beadjustedcorrespondinglyinordertodiminishresourcerequirementswithoutsacrificingcustomerservice.

AtentativebudgetisincludedinAnnexAofthisproposal.

WhiletheDMCwillrequiresignificantresources,itiscrucialthattheCenterbefullyindependentofdonors

and implementing agencies. Any financial strings which are controlled by a specific international

development stakeholder may negatively influence the credibility of the system ormay compromise its

independence.TherearetwoplausibleapproachestofinancingtheDMC.Thefirstwouldinvolveprivate

foundation financing. However, a foundationwouldbemore likely toprovide start-up capital ratherthan

regular,annualfunding.Second,thenationalgovernmentinadevelopingcountrymayprovidesupportfor

theDMC,thusallowingittoactastheclient(asisitslegalrightandresponsibility).Wheregovernments


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lacksufficientresources,theymayturntotheinternationaldonorcommunityinordertopoolresourcesfor

the purposes to establishing and operating the DMC. For instance, the Afghan government-control

AfghanistanReconstruction TrustFund (ARTF)could finance the DMCusinga largepool of resources

contributed by dozens of donors. The pooled nature of these funds and their control by the Afghangovernment(andbyasteeringcommitteecomprisedofmanydonorrepresentatives)wouldmeanthat the

DMCwouldnotbebeholdentoanyoneparticulardonorornarrowgroupofdonors.Thissecondoptionis

consideredthemostcredibleforinitialandmid-to-long-termfundingandhastheaddedbenefitofreflecting

thelegitimacyofthenational,hostgovernment.IftheDMCissupportedbythegovernment,thenitcould

rightly beseenasa contractor helping thegovernment topromote the effectivenessof theinternational

developmentcommunity(ratherthananotherparallelinstitution).

6. CONCLUSION

This proposalhas amazing potentialandwould not only result ingreater effectivenessofhumanitarian,reconstruction, and development operations it would also demonstrate a commitment to beneficiary

ownership, transparency, accountability, and responsiveness by national governments, donors, and

implementingagencies.


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ANNEX ABUDGET&FINANCIALPROJECTIONS

Thefollowingisabreakdownofthepreliminary,estimatedcostsofestablishingandoperatingtheDMCin

Afghanistanforaperiodofthreeyears.Itmustbenotedthatcostsforanewundertakingsuchasthisare

difficult tocorrectly predict.Dependingon the popularity and usageoftheDMC,anywhere from5 toas

manyas50operatorscouldbeinvolved.Assuch,asignificantdegreeofflexibilitywillberequiredbydonors

andthemanagement.Whatfollowmaybeconsideredmiddle-of-the-roadcostestimates.

OneOneOneOne----TimeSetTimeSetTimeSetTimeSet----UpCostsUpCostsUpCostsUpCosts

Description Quantity UnitType UnitCost Sub-Totals

Supporttostakeholderconsultations 6 Month $8,000 $48,000

Supportforconceptualdevelopment 1 LumpSum $10,000 $10,000

Callcenteradvisoryservices 3 Months $20,000 $60,000

Staffrecruitment 1 LumpSum $10,000 $10,000

Stafftraining(trainers,materials,stipend) 50 StaffMember $2,000 $100,000

Officerental(pre-deployment) 2 Months $7,500 $15,000

Computerequipment 25 Units 1,400 $35,000

Websitecreation/networking 1 LumpSum $20,000 $20,000

Telephonesystem/equipment 25 Lines/Phones $150 $3,750

MarketingandAdvertising 1 Campaign $150,000 $150,000

TOTALTOTALTOTALTOTAL $4$4$4$451,75051,75051,75051,750

OperatingCosts(Monthly)OperatingCosts(Monthly)OperatingCosts(Monthly)OperatingCosts(Monthly)


Seniormanagerssalaries 2 Staff/Month $12,500 $25,000

ShiftSupervisorssalaries 2 Staff/Month $5,000 $10,000

QualityAssuranceSupervisorssalaries 5 Staff/Month $3,000 $15,000

Translatorssalaries 6 Staff/Month $2,500 $15,000

Operatorssalaries 20 Staff/Month $1,200 $24,000

ITSpecialist 2 Staff/Month $2,500 $5,000

Officerental 1 Month $7,500 $7,500

Utilities 1 Month $3,000 $3,000

Computer/website/networkmaintenance 1 Month $2,000 $2,000

Legalservices 1 Month $3,000 $3,000

Printinganddocumentation 1 LumpSum $1,800 $1,800

Officeconsumables 1 Month $1,200 $1,200

Communications/marketing 1 Month $10,000 $10,000

TOTALTOTALTOTALTOTAL(Monthly)(Monthly)(Monthly)(Monthly) $$$$122,5122,5122,5122,500000000

TOTAL(Annual)TOTAL(Annual)TOTAL(Annual)TOTAL(Annual) $1,470,000$1,470,000$1,470,000$1,470,000


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Year1(Year1(Year1(Year1(6MonthsofStart6MonthsofStart6MonthsofStart6MonthsofStart----UpUpUpUp+6MonthsOperatingCosts)+6MonthsOperatingCosts)+6MonthsOperatingCosts)+6MonthsOperatingCosts)


Supporttostakeholderconsultations 6 Month $8,000 $48,000

Supportforconceptualdevelopment 1 LumpSum $10,000 $10,000

Callcenteradvisoryservices 3 Months $20,000 $60,000

Staffrecruitment 1 LumpSum $10,000 $10,000

Stafftraining(trainers,materials,stipend) 50 StaffMember $2,000 $100,000

Officerental(pre-deployment) 2 Months $7,500 $15,000

Computerequipment 25 Units 1,400 $35,000

Websitecreation/networking 1 LumpSum $20,000 $20,000

Telephonesystem/equipment 25 Lines/Phones $150 $3,750

MarketingandAdvertising 1 Campaign $150,000 $150,000

Seniormanagerssalaries 12 Staff/Month $12,500 $150,000

ShiftSupervisorssalaries 12 Staff/Month $5,000 $60,000

QualityAssuranceSupervisorssalaries 30 Staff/Month $3,000 $90,000

Translatorssalaries 36 Staff/Month $2,500 $90,000

Operatorssalaries 120 Staff/Month $1,200 $144,000

ITSpecialist 12 Staff/Month $2,500 $30,000

Officerental 6 Month $7,500 $45,000

Utilities 6 Month $3,000 $18,000

Computer/website/networkmaintenance 6 Month $2,000 $12,000

Legalservices 6 Month $3,000 $18,000

Printinganddocumentation 6 LumpSum $1,800 $10,800

Officeconsumables 6 Month $1,200 $7,200

Communications/marketing 6 Month $10,000 $60,000

TOTAL(YearOne)TOTAL(YearOne)TOTAL(YearOne)TOTAL(YearOne) $1,1$1,1$1,1$1,186,786,786,786,755550000

TOTAL(YearTwo)TOTAL(YearTwo)TOTAL(YearTwo)TOTAL(YearTwo) $1,$1,$1,$1,470,000470,000470,000470,000

TOTAL(YearThree)TOTAL(YearThree)TOTAL(YearThree)TOTAL(YearThree) $1,470,000$1,470,000$1,470,000$1,470,000

TOTAL(YeTOTAL(YeTOTAL(YeTOTAL(YearsOne+Two+Three)arsOne+Two+Three)arsOne+Two+Three)arsOne+Two+Three) $$$$4,14,14,14,126,75026,75026,75026,750

3333----YEARTOTAL(+10%Contingency)YEARTOTAL(+10%Contingency)YEARTOTAL(+10%Contingency)YEARTOTAL(+10%Contingency) $4,53$4,53$4,53$4,539,4259,4259,4259,425


14/17


ANNEX B

SAMPLEBENEFICIARYCALLTOTHEDMC

ThefollowingisanexampleofarelativelytypicalcalltotheDMC.Whilesomecallsarelikelytobemore

difficultthanothers,thewell-trainedoperatorsattheDMCwillbepreparedtoextractkeydetailsfromall

callerswhileallowingthemtofeelthattheyarebeinggenuinelyheard.NotekeydetailsoftheDMCwhich

arereflectedin thecall, includingthe languageand genderoptionsaswell as thecallersabilityto refer

matterstoasupervisoriftheyfeelthattheirconcernisnotbeingunderstoodfullybytheinitialoperator.

Automated Message: Hello,andthankyouforcallingtheAssistanceFeedbackSystem.Thisrecorded

messagewilltakeapproximately30secondsandwillexplainsomekeyfeaturesof

the system to you. Please note that you will never be charged for this call,

regardlessofthetimeinvolved.

Toensure100%anonymity,yourcallwillneverberecorded,andyouwillneverbe

requested to provide your name, your phone number, or any other identifying

information such as an address. If the operator ever asks for personal or

identifyinginformation,oriftheoperatordoesnotseemtounderstandyourissue

ormakesyouuncomfortable,pleasepressthenumber3onyourtelephonein

ordertobeconnectedtoasupervisor.Thesupervisormayhandleyourcallormay

transfer you toanother operator. Note that all callsareprocessed within three

hours.Whetheryouspeakwithanoperatororasupervisor,yourcallwillreceive

thesamelevelofattentionandwillbeenteredintooursystemjustasquickly.

Now,Iamgoingtopresentyouwithsomeoptions.Pleasepressthenumber1

onyourphoneforPashtoandthenumber2forDari.(PauseWaitforSelection)

Now,pleasepressthenumber1onyourphoneforamaleoperatorandnumber

2 for a femaleoperator. (Pause Wait for Selection) Thankyou,yourcallwill

nowbetransferredtothenextavailableandappropriateoperator.

Operator: Hello,mynameisFahad.1HowmayIhelpyou?

Caller: Hello. Iamcallingbecause Iwas told that Iwouldbeprovidedwithwheatseeds,

butnonehavearrived.Ihavetosowmyfieldssoon,andIneedtoknowwhether

the seedswillbeprovidedorwhether I need tobuymyown seeds.I amvery

frustrated.

1Forsecurityandneutralitypurposes,operatorsandotherstaffmemberswouldnotusetheirrealnameswhenansweringcalls.Nameswouldbeassignedtooperators,andeveryattemptwouldbemadetoselectnameswhichareethnicallyandpoliticallyneutral.


15/17


Operator: Could you please tell me the Project Information Code about which you are

calling.Thisnumbershouldbevisibleonanyprojectposterboardsormaterials.

ThatwayIcanmakesurethatyourissueisdirectedtotherightorganizationsfor

follow-up.

Caller: Thenumberis651342280.

Operator: Okay, Iseethat it istheEnhancingRuralFoodSecurityprojectbeingrunbythe

NGO,AAA.Isthatcorrectaccordingtoyourknowledge?

Caller: Yes, that is correct. The s ign says AAANGO andmentions some f lags from

variousdonorcountries.

Operator: Thankyou.Thatmatches the information Ihave inoursystem.Your issuewillbe

brought to the attentionof both AAANGOand the donors countries whichyou

mentionedsothattheycanworktogethertoresolveit.However,Iwouldliketo

makesurethatIfullyunderstandyourissue.Whenwereyoutoldthattheseeds

wouldbeprovided,andwheredidyouhearthisinformation?

Caller: IwastoldthreemonthsagobysomeyoungmanfromAAANGO.Ispokewithmy

neighbors,andhetoldthemthesamethingwhenhevisitedtheirfarms.

Operator: Whatwere thespecif icamountsand typesofseedswhich thisperson indicated

youwouldreceive?

Caller: Wewereeachtoldthatwewouldreceive25kgofgoodwheatseeds.Hesaidthat

theywouldarrivesoon...definitelybeforeitwastimeforustostartplanning.

Operator: Thankyou. Ibelieve that isallof the information that I require. Iwillnowput this

information intomy system,anditwill bepassedalongto theorganizationand

door involves so that they may address it. Is there any additional information

whichyouwouldliketoprovide?

Caller: Thankyouverymuch. Ibelieve Ihavesaidall that there is tosay. I justhope that

thisinformationmaybeclearedupsoon.Ineedtheseedswithinaweek.

Operator: Ihavenoted inmyrecords,whichwillbesent to theNGOanddonors, that this is

anurgentmatter.Ihopethatitisresolvedtoyoursatisfaction.However,Imust

notethatourjobattheAssistanceFeedbackServiceistoprovideyourcomments

totherelevantpeopleandthatweareunabletoprovideanyinformationonhow

othersusethisinformationtorespondtoyourconcern.


16/17


Caller: I fullyunderstand,butcan Icallyou later tosee ifyouhavepassed italong to the

NGO?Itisveryimportantthattheyunderstandeverythingimmediatelyorwewill

not be able to plant our field on time. This is a crisis. Is that clear? Do you

understand?

Operator: Yes, sir, I do fully understand that. Our system sends your concern to the

implementing agency and to the donors within three hours in both the local

languageandinEnglish.Thereisnoneedtocallback,aswewillnotbeableto

provideyouwithmoreinformationatthattime.Onceagain,wegreatlyappreciate

yoursharingthisissuewithus,andwehopethatitisresolvedtoyoursatisfaction.

Caller: Yes,Itoohopethatitwillberesolve.Thankyouforyourhelp.

Operator: Thankyou;heaveapleasantday.


17/17

ANNEX CABOUTTHEPROJECTLEADERS

STEVEN A. ZYCK is theDirector of International DevelopmentInnovations (IDI).Prior to founding IDI,Mr.

Zyckworkedwithuniversities,intergovernmentalorganisations,NGOsandthemilitaryaroundtheworld.He

isanAssociateofthePost-warReconstructionandDevelopmentUnit(PRDU)attheUniversityofYork,UK,

wherehe previouslyservedformanyyearsas Fellow andManagerofAppliedResearch.Mr.Zyckalso

lecturesattheUniversityofBradford,theInstitutefortheStudyofInternationalPolitics(ISPI)inMilanand

elsewhere on post-conflict security, governance and development issues. Mr. Zyck has worked for

international organisations and NGOs inAfghanistan, Tajikistan, Uzbekistan and thePacific Islands. In

addition, he has undertaken research, evaluation and training assignments in Yemen, Iraq, Jordan,

Lebanon,Sudan,Kenya,Afghanistan,Pakistan,Nepal,Sudan,Kenya,Bosnia-Herzegovinaandelsewhere.These projects have been supported by the UnitedNations Development Program (UNDP), theUnited

NationsChildren'sFund(UNICEF),the InternationalOrganisationforMigration(IOM),theUKDepartment

for International Development (DFID), the World Bank, Islamic Relief, the Norwegian Refugee Council

(NRC),theInstituteofInternationalEducation(IIE),theOverseasDevelopmentInstitute(ODI),theKuwait

Foundation,theUKForeignandCommonwealthOffice(FCO),NATOandmanyothers.AFulbrightScholar,

Mr.ZyckearnedhisundergraduatedegreefromDartmouthCollegeintheUnitedStatesandhisgraduate

degreefromtheUniversityofYork,[email protected].

MOHAMMED EHSAN ZIA istheChiefExecutiveOfficer(CEO)ofTADBEERConsulting,Inc.,aprivatefirm

working to adapt, apply and spread indigenous insight for improved policy making and sustainabledevelopmentinAfghanistan.HeservedasMinisterofRuralRehabilitationandDevelopmentaspartofthe

Government of the Islamic RepublicofAfghanistan from May2006 through January 2010.Mr.Zia first

joinedtheMinistryofRuralRehabilitationandDevelopment(MRRD)asaPolicyAdvisorinJuly2002and

wassubsequentlyappointedDeputyMinisterofProgramsinJanuary2004.BeforejoiningtheMRRD,he

heldmanagementandadvisorypositionsforhumanitarianandpost-conflictprogramsinAfghanistanfor14

years.Morespecifically,Mr.Ziaworkedwith internationalaidagenciesandNGOssuchastheNorwegian

AfghanistanCommittee(NAC),theGermanAfghanFoundation(GAF),Co-operationforPeaceandUnity

(CPAU) and Norwegian Church Aid (NCA). Mr. Zias areas of specialist expertise include rural and

communitydevelopmentpolicyformulation,programdesign,participatorydevelopmenttheoryandpractice,

strategic planning for government institutions,community mobilization/participation, conflict analysis andpractical peacebuilding.He has studiedattheUniversityofBirminghamandearned aMaster ofArtsin

Post-warRecoveryStudies fromtheUniversityof YorksPost-warReconstructionandDevelopmentUnit

(PRDU)in2000.Heistheauthorof,amongotherworks, TheRoleofAfghanCivilSocietyintheProcessof

Peace-BuildinginAfghanistan.Hemaybecontactedatehsan.zia@tadbeer.org.

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