Photo Credit: Rich Taylor, DFID<\/p>\n\n\n\n
The announcement that the UK\u2019s Department for International Development (DFID) would be merged with the Foreign and Commonwealth Office (FCO) and a new department created was long expected, albeit with some trepidation, by many in the development community. Whilst it\u2019s not yet clear what this change may mean, it does present a rare chance for fresh thinking about foreign policy, Britain\u2019s position abroad, and how development can adapt to new and emerging challenges. Having initially been uncertain, I\u2019m increasingly seeing this move as a natural step in the mainstreaming of development. Perhaps that\u2019s not such a bad thing?<\/p>\n\n\n\n
The clue is in the title<\/strong><\/p>\n\n\n\n Palladium has been through this type of change more than once, including the integration of development and foreign affairs in Australia and in the Netherlands. Whilst many commentators have jumped to the conclusion that creation of the Foreign, Commonwealth and Development Office (FCDO) is part of the same trend \u2013 of development agencies being subsumed within larger foreign affairs departments \u2013 I do not see it that way.<\/p>\n\n\n\n Buoyed by Government commitments to retain the 0.7% commitment to aid and the continued focus on poverty reduction, together with assurances that the advocacy, programming, procurement skills and scrutiny associated with DFID will translate into the new department, I cautiously see the creation of the FCDO as an opportunity to refresh how we tackle global challenges. As Steven Dercon and Ranil Dissanayake suggested<\/a>, \u201cmerging two departments does not create a \u201chybrid\u201d department or a \u201csuper\u201d department; it simply creates a new department.\u201d In Australia, Canada, and the Netherlands, development became an element of foreign policy and was removed from the mast head; in the UK, initial signs \u2013 including the title \u2013 suggest that development will be at the heart of the new department. And herein lies the opportunity!<\/p>\n\n\n\n Today\u2019s global problems require new solutions<\/strong><\/p>\n\n\n\n Development has had amazing successes and has lifted many people out of poverty<\/a>. But we have been unable to tackle some of the really sticky problems that beset the globe \u2013 persistent poverty in Malawi and insecurity in the Democratic Republic of the Congo are just two often cited examples. On top of these, we need to adapt fast to tackle increasingly globalised development challenges \u2013 food insecurity, infectious diseases, migration, modern slavery, and cross border conflict \u2013 that affect all of us. It\u2019s essential that we rethink models on issues where progress hasn\u2019t been made, at the same time as we accelerate progress on the most pressing development goals, including climate change, COVID-19, and the associated economic shocks.<\/p>\n\n\n\n As a sector that prides itself on innovation, we should rise to the challenge that this new department offers. How do we integrate different skills sets, better use our global influence, and really demonstrate to the British public that development \u2013 in tackling poverty along with the big global problems \u2013 is not just morally the right thing, but is also in all of our shared interests?<\/p>\n\n\n\n “We can now see development outcomes in the actions of partner governments, businesses, private organisations, banks, finance institutions, investors, and philanthropists.”<\/p>\n\n\n\n New solutions require new players<\/strong><\/p>\n\n\n\n An integrated approach to development and foreign policy is not without challenge \u2013 notably, confusing the altruistic intent of development with a potentially more self-interested foreign policy. But over the last few years, we\u2019ve seen a steady move away from development being the sole monopoly of donors. In some ways, development is increasingly being mainstreamed. We can now see development outcomes in the actions of partner governments, businesses, private organisations, banks, finance institutions, investors, and philanthropists. Let me give just two examples:<\/p>\n\n\n\n The integration of DFID into the FCDO is in some ways an extension of this trend. Rather than a specialism working in isolation, development is now being positioned at the heart of foreign policy and business thinking and objectives. For me, this is much needed \u2013 not least because of the need for additional sources of funding and partnership. The money required to meet the UN\u2019s Sustainable Development Goals (SDGs) is USD 2.5 trillion for the next 15 years. Traditional donor nations simply can\u2019t meet this goal alone. We need leadership and investment from the state, the private sector and civil society working together. In my view, the principles within SDG Goal 17 (\u201cPartnerships for the Goals<\/a>\u201d) will be critical if we are to realise the levels of investment and transformations required and in the timescales we need.<\/p>\n\n\n\n This change is coming<\/strong><\/p>\n\n\n\n As a company, Palladium has always set out to create a positive change in people\u2019s lives. We have made a transition in our business from donor-focussed to donor-enabled. We\u2019ve set out a clear intent to work with other committed, long term actors to make the world a better place. The FCDO is coming, and it\u2019s incumbent upon us to maximise all opportunities this change presents. With a looming economic recession and associated drops in donor funding flows, mainstreaming development and maximising partnerships with other organisations is more important than ever.<\/p>\n\n\n\n\n
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