Instead, contracts were awarded to American consultancies…
““Instead, contracts were awarded to American consultancies like Bearing Point, or Adam Smith from the UK, to bring in their own people to run ministries and government departments. The Afghans themselves had little say. ‘The quality of internationals was extremely poor,’ complains Jawad. ‘I had an adviser to my office assigned through USAID, and one day I asked him to draft three template letters in English to reply to congratulatory letters to the President, and requests we kept getting for pictures and flags. All it needed to say was “Thank you, but we don’t have any.” This adviser spent two days on this, and then I had to go and correct it – and it wasn’t even my language. In the end I said, “You’re fired.”’ Jawad then received an angry call from the USAID office to say they had spent $60–70,000 on hiring this man, so he could not fire him. ‘I don’t care,’ replied Jawad. ‘I don’t have room for him in my office – send him to Dubai or somewhere. So much money was wasted.’ In””
About This Quote
This interpretation was drafted with AI assistance. It is one reading of the quote, not the author's own explanation.
Illustrates how foreign consultants, often costly and ineffective, dominate Afghan governance, sidelining locals and wasting resources.
In simple terms: Foreign aid mismanagement
Local agency is undermined
Themes
Mood
Type
When to use this quote
- Government department staffing
- Drafting official correspondence
- Managing foreign advisors
Key Concepts
Practical Applications
- Policy reform for local hiring
- Audit of aid expenditures
Questions to Reflect On
- How can aid programs balance expertise with local ownership?
- What mechanisms ensure accountability of foreign consultants?
Some argue that external expertise is necessary for capacity building, though outcomes vary.