Two bureaucracies in a deadlock

The opinions support the idea that aid administrators see aid as necessary in some sense in Tanzania, but few see it as strengthening government autonomy. The respondents support the idea that the aid agencies are control-oriented, controlling the use of their aid inputs, pacifying government authorities and professionals on the Tanzanian side. NORAD appears in their description as a control-oriented organization, with few if any ambitions of participating in building administrative competence on the Tanzanian side. On the Tanzanian side, in the parent institutions, we saw a tightly controlled political leadership, with a group of select, highly educated administrators, but with what appeared as open and frank discussions on policy and administration within the groups. We interpret the leadership in TWICO and Comworks as power- and status controlling rather than a professional, management- oriented leadership. It seemed that the leadership had few if any operational connections to project planning and/or organizing. Their main role was to secure external finances (together with the Finance Ministry) and to recruit and train Tanzanian leaders in the projects.