PHM-Exch> Overseas Development Assistance ODA - The Birth of Hypercollective Action

[Claudio Schuftan]

From: Ruggiero, Mrs. Ana Lucia (WDC) <ruglucia at paho.org>
crossposted from: EQUIDAD at listserv.paho.org


 *The End of Overseas Development Assistance ODA (II): **
**The Birth of Hypercollective Action**

*

Jean-Michel Severino is a former CEO of the Agence Française de
Développement (AFD). He chairs the French Partnership for Water (FPW), is a
member of the French Académie des Technologies and a senior fellow of the
Fondation pour la Recherche Economique Internationale (FERDI).

Olivier Ray is a staff member and researcher at AFD.

 *CGD Working Paper 218. June 2010 Washington, D.C.: Center for Global
Development.*
Swedish International Development Agency support.

 Website: http://www.cgdev.org/content/publications/detail/1424253

 PDF [48p.] at:
http://www.cgdev.org/files/1424253_file_The_End_of_ODA_II_FINAL.pdf



*The authors”  …..argue that old architectures for global collaboration are
not sufficient to handle the shift from collective action to today‘s
‗hypercollective‘action. They push for and new, more open and comprehensive
framework and offer concrete suggestion to make that happen, including
initiatives to share knowledge and evaluation, innovative sticks and carrots
for governments and all civil society players to improve convergence; new
generations of coalitions and clubs….”  **Nancy Birdsall

***

“…..The development business has become much more complex in the past
decade, with actors proliferating and collaboration fragmenting. This trend
is characteristic of the change from collective action to what the authors
term *hypercollective* action. Such a shift brings new energy and resources
to international development, but also more difficulty managing global
public policy. Severino and Ray use the lessons of the Paris Declaration—
the first large-scale effort to coordinate *hypercollective *action—as a
starting point for envisioning a new conceptual framework to manage the
complexity of current international collaboration.

They offer concrete suggestions to improve the management of global
policies, including new ways to share information, align the goals of
disparate actors, and create more capable bodies for international
collaboration.

* *

*Contents*

Summary

Introduction

1.1 An institutional jungle

The demographic surge of global public finance

Privatizing international cooperation… with public support

Hypercollective action: a whole new ball game

1.2 Jungle hazards

Policy mismatch

Capacity poaching

2. Why traditional solutions won‘t do

2.1. The ‗suicidal‘ and ‗gosplanist‘ temptations

Back to the ―Old Boys‘ Club

Erecting a Leviathan

2.2 The Paris Declaration: too much, too little?

A (very) rough draft

Supply or demand-driven aid?

The double trap

2.3 De rerum cognescere causas

The marginal player syndrome

The diverging accountabilities syndrome

The evaluation gap syndrome

The capacity-building paradox

3. Engineering processes of hypercollective action

3.1 Getting the philosophy right

Facing complexity

Shaping complexity

3.2 Addressing specific gaps in the market of global public policies

Informing the policy

Incentivizing the policy

Generating common norms, standards and objectives

Conclusion
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