Written evidence submitted by David Hulme
NOTE ON STAFFING LEVELS AND STAFF TURNOVER
AT DFID, BANGLADESH
DFID has a hardworking and highly respected
set of staff in Bangladesh. However, over the last five years
I perceive that two problems have arisen (probably due to decisions
in London and other factors) that mean that the average DFID officer
in Bangladesh has less experience and knowledge of the country
(and fewer high quality personal contacts with Bangladeshis) than
was the case in the 1990s and early 2000s.
1. I perceive that staff turnover has increased
as in my annual visits to DFID Dhaka most of the people I meet
are "new" or "recent". I have no data (but
I think you should request data on length of stay in Dhaka) but
feel that two years rather than three or more years is the average
stay. (If you do get data do not just look at averages—the
key criteria is how many staff complete a full third year in Bangladesh).
2. Staff reductions and budget increases mean
that the average "spend per adviser" has increased This
means that advisers cannot allocate time to the innovative low
spend/high impact initiatives that "improving governance"
programmes often need.
This note is not a criticism of DFID staff but
of structures and systems that create turnover and limit innovation.
David Hulme
University of Manchester
22 October 2009
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