The contribution of foreign consultants

The challenges faced by national consultants working for development projects in Bangladesh face were discussed by this scribe in an article published in the Financial Express on June 07 last. In that article the international consultancy scenario was deliberately avoided to keep it specific and focused. Some learned readers have since telephoned this scribe up and requested him to shed light on the state of international consultancy also. Incidentally, this scribe never worked as an international consultant and is writing this article on the basis of impressions gathered through interactions over the years while working with some international consultants and subsequent personal relationship developed with some of them.
In the very beginning someone may raise the very basic question about the necessity of involving so many international consultants, as is being done these days, with various foreign-funded projects. Those opposing this practice think that the association of international consultants is a means of taking a portion of the fund the donors donate back to their country through employment of their citizens. While others, advocating their association, consider this as a means of ensuring proper utilisation of donors' funds. None of the views can be rejected outright. The recipients of foreign money cannot prove that the money is not misused at all anywhere. At the same time the givers also cannot state with certainty that all foreign consultants were of the international standard and their salary was not high compared to the local cost of living. So, let us do away with this blame-game altogether, accept the presence of foreign consultants as a reality and try to find ways to identify and remove the challenges faced by them thereby facilitating their optimum contribution to the projects.
The first challenge faced by international consultants these days is the political situation in the country. Because of their physical appearance they can be easily identified and as such they always remain concerned about their safety and security. One American consultant, along with other international consultants working for a project, used to stay in a rest house hired by the international firm which won the bid for that project. In that rest house there was an arrangement for cooking food also. One night the cook was not available for some reason and the consultant had to pass the night starving as he did not dare to go out of the rest house to any nearby restaurant or hotel because of the law and order situation prevailing at that time. The next day he came to office in a half-broken condition and when his local colleagues asked him, he described the previous night's experience.
Second, the duration of their stay in Bangladesh. The problems relate to both visa and work permit conditions set by the government of Bangladesh and the mindset of international consultants. There was a consultant from Ireland. He had done the job of consultancy in Bangladesh for several years. He used to get working visa for a longer period and liked his stay in Bangladesh. At one stage he brought his whole family here, got his teenaged son and daughter admitted to the American International School at Dhaka and stayed almost continuously, except the school vacation period of his children, in Dhaka. This helped him concentrate on his work more and do it in a better way than others who used to shuttle between Dhaka and their home. Unfortunately, people with such mentality are not many among foreign consultants.
Work permit conditions also affect longer stay of foreigners in Bangladesh as mentioned by foreign consultants during personal discussion. Visa or work permit problems, along with separation from family members, are important issues required to be negotiated by foreign consultants working in Bangladesh.
The third is the awareness of international consultants about local conditions and working atmosphere in government offices. Foreign consultants are not conversant that much with local systems, procedures and processes through which various government activities are carried out. This affects their contribution. Again since foreign consultants generally stay for a short period at a time in Bangladesh, the work is suspended temporarily or the speed is slowed down. Besides, in western countries sending an official letter from one office to another leads to an automatic action by the receiving office. But it is not happening always in Bangladesh where very often a letter needs to be followed up personally to get it acted upon quickly. All these factors require formation of a team consisting of one international consultant and one national consultant for any important work to get the best contribution from the international consultant. It will also help exchange expertise. The local consultant then will be able to continue the work in the absence of the foreign consultant taking all aspects into consideration at all stages of the work. Thus it will ensure quality and speedy output.
The fourth is the absence of sufficient recreational facilities and availability of the food of their choice easily. Foreign consultants frequently complain of stomach disorders due to the problem with getting safe drinking water and food easily. Besides, the dearth of adequate high-standard recreational facilities also affects their day-to-day life.
So, foreign consultants have to work in Bangladesh braving such adverse situations and many of them, if not all, are making good contributions through transfer of expertise. Selection of appropriate international consultants, some changes in their attitude towards staying in Bangladesh and use of modern telecommunication facilities like Skype, if they cannot stay here for longer periods, will change the scenario to a great extent. Removal of other obstacles by local authorities will create a more congenial atmosphere facilitating better contributions from them. After all, it must be admitted that we also need, along with foreign funds, the latest know-how and the international consultants are a good source of that. The solution lies in proper selection of them and utilisation of their expertise rather than putting all blames on their shoulders. We should talk less, work more and criticise ourselves first before criticising others.
The writer is retired Deputy Comptroller and Auditor General (Senior) of the Office of the Comptroller and Auditor                       General of Bangladesh.                     [email protected]