ANNEX: USE OF CONTRACTORS REPORT: FINDINGS OF THE SURVEY OF DFID STAFF AND CONTRACTORS

Methodology

This survey was carried out between 30th December 2012 and 31st January 2013. Those invited to complete the on-line survey included:

  • people directly involved with the case studies (DFID and contractors);
  • others from DFID with relevant perspectives at policy or procurement level; and
  • people from the Development Forum, a group representing contractors.

We collected the survey results on an anonymous basis.

Survey Results

Q1. About you:

Response distribution:

  • I am a DFID employee: 42
  • I am a current DFID contractor: 80
  • Other: 3
Chart showing respondent distribution by type
Chart showing respondent distribution by type

Q2. Contractors generally deliver programmes more efficiently than DFID can alone.

ResponseDFIDNON DFID
Strongly Agree19%60%
Agree38%33%
Neutral26%4%
Disagree17%1%
Strongly Disagree0%2%

Q3. Contractors generally deliver programmes more effectively than DFID can alone.

ResponseDFIDNON DFID
Strongly Agree14%63%
Agree45%29%
Neutral29%6%
Disagree12%1%
Strongly Disagree0%1%

Q4. DFID usually receives competitive prices from its contractors.

ResponseDFIDNON DFID
Strongly Agree5%49%
Agree40%34%
Neutral33%13%
Disagree19%1%
Strongly Disagree2%2%

Q5. DFID delivers more sustainable solutions through its use of contractors than DFID can alone.

ResponseDFIDNON DFID
Strongly Agree14%48%
Agree50%35%
Neutral19%12%
Disagree17%4%
Strongly Disagree0%1%

Q6. DFID generally obtains good value for the money it spends with contractors.

ResponseDFIDNON DFID
Strongly Agree7%42%
Agree60%41%
Neutral24%12%
Disagree10%2%
Strongly Disagree0%2%

Q7. DFID’s current planning processes for contractor-delivered programmes give the marketplace a sufficiently early sight of future programmes.

ResponseDFIDNON DFID
Strongly Agree0%1%
Agree62%34%
Neutral14%20%
Disagree19%30%
Strongly Disagree5%14%

Q8. DFID’s current planning processes for contractor-delivered programmes enable contractors to contribute effectively to the scope of programmes before formal tender.

ResponseDFIDNON DFID
Strongly Agree0%0%
Agree17%8%
Neutral48%34%
Disagree31%39%
Strongly Disagree5%19%

Q9. DFID’s current planning processes for contractor-delivered programmes optimize the balance and blend of local and international experience and capability.

ResponseDFIDNON DFID
Strongly Agree2%1%
Agree50%33%
Neutral31%48%
Disagree17%17%
Strongly Disagree0%1%

Q10. DFID’s current planning processes for contractor-delivered programmes highlight potential delivery risks early enough in the planning cycle.

ResponseDFIDNON DFID
Strongly Agree7%1%
Agree62%45%
Neutral21%18%
Disagree7%31%
Strongly Disagree2%5%

Q11. DFID’s current planning processes for contractor-delivered programmes result in sufficient consultation with beneficiaries in programme design, implementation and evaluation of projects.

ResponseDFIDNON DFID
Strongly Agree10%0%
Agree38%16%
Neutral33%52%
Disagree14%27%
Strongly Disagree5%6%

Q12. DFID makes rigorous capacity assessments of aid recipients and non-state actors, before commissioning a contractor-delivered programme.

ResponseDFIDNON DFID
Strongly Agree5%2%
Agree31%10%
Neutral48%52%
Disagree14%33%
Strongly Disagree2%4%