Private enterprises usually operate on the principle of the smallest amount of energy and funding required to produce the greatest outcome. In striking (and disturbing) counterpoint to this, it seems to me that too many donor organisations – both international or domestic – operate in a parallel but opposite world guided by the principle of the greatest amount of energy and funding required to produce the least outcome.
Vanuatu locals, Kalo and Nina Nathaniel own Malo Lodge on Uliveo Island
A ‘Pre-Feasibility Study’
A couple of years ago, a major donor in Vanuatu decided to provide assistance in tourism. The donor sent out requests for expressions of interest in producing (wait for it…) a ‘Pre-Feasibility Study’ on developing tourism to the outer islands of Vanuatu. Even better, the ‘Pre-Feasibility Study’ in question had two programmed follow-ups: a ‘Feasibility Study’ and an ‘Implementation Plan’!
The local ‘consultants’ were excluded from meetings
The winning tender went to a consultant company from northern Europe. They assembled a crack team with representatives from all over the world. Unfortunately, all but one had never worked or studied tourism in Melanesia (the team leader had spent a week in New Guinea). As a vital counterbalance to this, I was hired as one of three ‘local experts’. But was our combined 60-plus years of local knowledge valued? No, it was mostly ignored, our function reduced to facilitating the appointments and travel needs of the imported consultants; on many occasions, the local ‘consultants’ were actually excluded from meetings with the very same local people we had arranged. The fieldwork was completed over a two-week period and the 30-odd page document (written by the team leader) was submitted to the client two months later.
Some very good points raised by Valere Tjolle on this issue in: http://www.travelmole.com/stories/1142969.php?news_cat=3
Cheers,
John
An interesting article from Valere. Thanks for sharing that here John.