Integrations, amalgamations and mergers: Lessons from institutional reforms in development co-operation
By Jorge Moreira Da Silva, Director, Development Co-operation Directorate, and Mags Gaynor, Senior Policy Analyst, OECD
Where OECD Development Assistance Committee (DAC) member countries have been through a process of integration, amalgamation or merger, they have shared with us their lessons both in real time and with hindsight. As a result, we have been able to reflect on the integration and merger experiences of a number of members in their recent peer reviews, including Australia, Canada and New Zealand and have a historical perspective on how restructuring and integration processes worked in countries such as France, Ireland, Japan, Korea and the United States. More generally, we do regular peer reviews of the 30 members of the DAC which give us the benefit of seeing strengths, opportunities, risks and challenges that members experience with their institutional arrangements and reform processes. We hear how institutional arrangements are experienced both internally and externally, including by partner country governments. Eight main observations can be drawn from these reviews.
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All too often international aid is viewed through the traditional lens of nation states. A rich-poor relationship of a developed country providing a one-way flow of financial assistance to a developing country to address crucial development issues, whether they are societal, economic or environmental in nature. However, the impact of these problems is acutely felt at the local level and requires global collaborative responses at the subnational level. Decentralised development co-operation (DDC) – the exchange of resources between subnational governments in developed and developing countries – offers a pragmatic and effective approach to addressing the most critical issues and to achieving the sustainable development goals.