Organising for Donor Effectiveness: An Analytical Framework for Improving Aid Effectiveness
This research has benefited from generous support from the British Academy. She wishes to thank Patrick Johnston for inviting her to participate in a project on Canadian aid effectiveness in conjunction with the Walter and Duncan Gordon Foundation that provided the original impetus for this article, earlier drafts of which benefited from comments by participants at a research workshop at the Munk Centre at the University of Toronto in May 2010. Thanks are also due to Sebastian Dibling, Linnea Jonsson, and Caroline Laroche for research assistance and to David Black, Alasdair Roberts and Donny Surtani for valuable guidance. Usual caveats regarding author responsibility for quality of content apply.
Donors have lagged behind aid recipients in adhering to the principles of aid effectiveness. Explaining the reasons for this demands greater awareness of organisational attributes within donor entities. To date, there have been only limited attempts to relate donor organisational factors to aid-effectiveness goals. This article elaborates on a number of such relationships based on an empirical examination of donor dynamics in Norway, the UK and Canada. Donor effectiveness provides an important lens through which to build a robust post-Busan global partnership.