NPM i svenskt bistånd : Resultatstyrningens utveckling på Sida och dess påverkan på biståndsinsatserna

• Main Author: Asplund, Kajsa
• Format: Others
• Language: Swedish
• Published: Umeå universitet, Statsvetenskapliga institutionen 2017
• Subjects: NPM; resultatstyrning; result based management; utvärderingar; holism; Sida; Political Science; Statsvetenskap
• Online Access: http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-141626

This essay investigates how employees on the Swedish international development cooperation agency (Sida) perceives that the new public management (NPM) reform, result based management (RBM), have affected the international aid. And also, how the employees think that managing based on results works together with a holistic approach to aid. The material for the study was collected through qualitative interviews with five senior employees on Sida, mostly people that today sits on leading positions in the agency. The interviews had a reflective character where the respondents looked back on the twenty-year period that the agency have managed via results. What became evident in the study was that RBM have looked very different over the years, with different effect on the international aid as a result. There have been waves of result based management, and an oscillation between quantitative and qualitative results. The Swedish international aid through Sida has changed over time, some changes can be attributed to RBM, while others are due to political priorities, a changing world, and trends in the international aid. RBM effects the aid, primarily as it is supposed to. For example, the best performing organisations and actors in a sector gets the aid. But it also affects the aid in a manner perceived negative by the respondents. This when the focus lies on quantitative results. The focus on results have oscillated over the years between a quantitative and qualitative focus, with consequences for which aid-projects that get support from Sida. When focus lies on quantitative results, easily quantifiable, concrete projects gains ground to the disadvantage of non-quantifiable projects, and for example big reform processes. The respondents do not think that there are any discrepancies between a holistic approach to aid and result based management, if the focus on results are balanced and leaning towards easily quantifiable results. When the focus tips over towards quantifiability, a holistic view on aid is hard to maintain.