Implementing Rural Development Projects
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About the Book and Editors
Implementing Rural Development Projects:
Lessons from AID and World Bank Experiences
edited by Elliott R. Morss and David D. Gow
With the enactment of the "New Directions" legislation of the 1970s, the focus of U.S. foreign aid shifted from nationwide planning and broad, programmatic efforts to the implementation of specific assistance projects. Reflecting the new emphasis in development strategy, this book analyzes critical problems encountered at the level of project implementation. Each of the nine chapters offers a synthesis of research findings related to a specific problem, documents the sources and significance of the problem, and identifies solutions and future research needs. The book is the result of a three-year, government-sponsored study incorporating World Bank and AID project evaluations, interviews with professional project administrators, and reports from the authors' own field research.
Elliott R. Morss , formerly director of research for Development Alternatives, Inc., is coauthor, with Victoria Morss, of U.S. Foreign Aid: An Assessment of New and Traditional Development Strategies (Westview, 1982), and has researched and written on a wide range of development subjects. David D. Gow is currently managing a large rural development project in North Shaba, Zaire.
Implementing Rural Development Projects
Lessons from AID and World Bank Experiences
edited by Elliott R. Morss
and David D. Gow
First published 1985 by Westview Press, Inc.
Published 2019 by Routledge
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Copyright 1985 Taylor & Francis
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Library of Congress Catalog Card Number: 83-3555
ISBN 13: 978-0-367-02023-1 (hbk)
Publisher's Note
The publisher has gone to great lengths to ensure the quality of this book but points out that some imperfections from the original may be apparent.
Contents
, Jerry Van Sant and Paul R. Crawford
, George H. Honadle, S. Tjip Walker, and Jerry M. Silverman
, Elliott R. Morss, Paul R. Crawford, and Gene M. Owens
, George H. Honadle, Jerry M. Silverman, and Donald R. Mickelwait
, David D. Gow and Jerry Van Sant
, Elliott R. Morss and Jerry Van Sant
, David D. Gow and Elliott R. Morss
, Elliott R. Morss and George H. Honadle
, Elliott R. Morss, David D. Gow, and Christopher W. Nordlinger
BACKGROUND
This book deals with problems frequently encountered by agencies, managers, and technicians who try to implement large-scale development projects. Specifically, it focuses on the implementation problems associated with projects sponsored by the U.S. Agency for International Development (AID) and the World Bank in developing countries. Some historical background on how implementation problems became a focus of concern is presented below.
Development assistance on a significant scale started with Marshall Plan aid to reconstruct Western Europe following World War II. In that case, the donor (the United States) asked not to be part of the process that determined how the money was to be spent. Instead, the United States asked the West European countries to establish their own priorities for assistance (which they did after a considerable amount of inter-country negotiation).
In the early 1960s, the United States launched the first significant foreign aid programs to developing countries. In this case, it insisted on more participation in decisions about how the aid monies were spent, but the recipient countries retained considerable latitude of choice.
Until that time, development thought had focused on macro-development models designed to address the problems of inadequate resources and technical knowledge; foreign aid's role was to provide these resources and this knowledge. Since development assistance was new, little thought had been given to questions of detail--exactly what was needed and how it should be provided. As a result, most development assistance offered through the mid-1960s was of a general program nature.
Project-specific assistance was initiated in the mid-1960s and has continued to gain in popularity.
Today, development assistance--which now comes from a large variety of bilateral and multilateral donors--is almost entirely of the project type. The switch to project assistance was significant: