bluuebunny/crossref_metadata_2025_split huggingface dataset:
Small‐scale irrigation in sub‐Saharan Africa: Sparse lessons, big problems, any solutions?
Authors: Barnett Tony 
Published: July 2007

AbstractThis paper identifies from studies made of specific schemes the major social and administrative problems confronting the improvement and extension of small‐scale irrigation in Africa. The first section reviews the studies and notes the conclusions to be drawn from each separate one. Underlying these separate conclusions six general problems are identified and in the second section of the article each of these six is elaborated and discussed: the relation between the direct producer'S benefit and wider social benefits: problems of control, commitment to hierarchy, the working of production units, and how to learn from farmers in respect of water use; and finally the general problem of how to plan for the further change that follows after irrigation is introduced.
Dimensions of community development projects in Bendel State, Nigeria
Authors: Okafor Francis C. 
Published: July 2007

AbstractSeveral communities in the Bendel State of Nigeria have distinguished themselves in their enthusiasm for community development through self‐help efforts. In addition to their contributions in labour and money these communities also make demands on the government for various forms of aid. Because of the uncoordinated nature of the projects and the demands, the government is precipitated into responses without a thorough examination of the development impact and the priority needs of the projects. An analysis of the characteristics of the completed and on‐going community development projects in Bendel State between 1970 and 1982 shows that the prime interest of communities is in the provision of social infrastructure rather than in improved production which will create wealth and employment. Similar mistakes are made by the government in its total funding and in providing matching grants for projects which have doubtful rationales. The paper suggests that planning for community development projects should involve the co‐operation of the government and the people. The enthusiasm for development should be encouraged but not at the expense of co‐ordinated effort which could bring about the much‐desired even development by sorting out priorities and conserving resources.
Evaluation of training. A review of the literature
Authors: Hoyle A. R. 
Published: July 2007

AbstractThe literature on evaluation needs to be classified into education and training. The latter reveals many difficulties as regards evaluation. Scientific and quantitative methods are not popular. Evaluation appears to be undertaken reluctantly and with the simplest methods. Behavioural objects are rarely even set by trainers. Progress in the techniques of evaluation has been slow, though a good deal of research has been done. The literature is small but growing.
Using brain skill assessments to increase productivity in development administration
Authors: Agor Weston H. 
Published: July 2007

AbstractThis article describes how BMS (brain skill and management styles) assessments have and can be used to increase productivity in development administration.The article starts with a brief outline of the management climate which executives face in developing countries (crisis and rapidly changing environments). The article points out that although developing countries have significantly increased their productivity by using traditional quantitative management tools and techniques, they increasingly find that these approaches need to be supplemented with other techniques more appropriate to the environment they must contend with.BMS programmes have been found to be one tool which, combined with established training programmes can serve to increase productivity in developing nations with existing personnel. The article describes what a BMS programme is (identifying human brain skills and management styles that exist in organizations, and matching these skills/styles to the management problem at hand where they can be best employed to enhance productivity), and illustrates how this technique has been used successfully in one developing country.The BMS programme applications in the article are based on the results of testing over 2000 managers and also the experience from implementing in‐depth BMS programmes in several countries in a wide variety of organizational settings (business, government, education, military and health).
Ideology, local administration and problems of rural development in the Republic of Benin
Authors: Ayo S. Bamidele 
Published: July 2007

AbstractAdministration at the grass‐roots level is expected to be a vehicle for local development. This explains why governments in the Third World Countries and even in the industrialized states have always demonstrated their willingness actively to involve their grass‐root administrations in promoting rural socio‐economic transformation. The Republic of Benin is one of the Third World countries where local administration is involved in promoting rural development. However, the local administration has failed to make a noteworthy contribution to rural development, especially since the inception of the regime of Brigadier Mathieu Kerekou.This paper attempts to explain the minimal contribution of local administration to rural development in Benin. One of the key reasons elaborated is the existence of other institutions charged with the same responsibility of promoting rural development. Finally, attention is drawn to the method used in translating socialist ideology into reality through co‐operatives and the mobilization of human resources. This method conflicts with the interests of the masses which are being alienated, thereby limiting the success recorded by the local administrators.
Omissions and contradictions in an African co‐operative experiment: The case of Nigeria
Authors: Ahwireng‐Obeng F. 
Published: July 2007

AbstractThis brief evaluation of the co‐operative organizational apparatus in Nigeria examines three aspects of a ‘co‐operative ideology’; the basis of the co‐operative idea; the form of economic organization and the organizational structure. The analysis proceeds in the framework of the ‘entrepreneurial approach’ and concludes that such an ideology must reflect among other things, the economically inaltruistic and individualistic nature of human behaviour that is found in Nigerian traditional communities.
Can ministries of health support primary health care? Some suggestions for structural reorganization and planning
Authors: Vaughan Patrick , Walt Gill , Mills Anne 
Published: July 2007

AbstractPatrick Vaughan is Reader in health care epidemiology, Gill Walt is Lecturer in health policy and Anne Mills is Lecturer in health economics, at the Evaluation and Planning Centre for Health Care, London School of Hygiene and Tropical Medicine, Gower Street, London WC1, United Kingdom. A previous version of this paper was prepared for the Commonwealth Secretariat, London, for the Conference of Commonwealth Health Ministers held in Ottawa, Canada, in October 1983.
Reorganization for local administration in Zambia: An analysis of the local administration act, 1980
Authors: Chikulo B. C. 
Published: July 2007

AbstractAnalysing the Zambian administrative reforms of 1968 (Chikulo, 1981) we noted the increasing centralism, moves to strengthen party control over government administration and the closer control over local party officials by party appointees from the centre. These trends have been reinforced by the introduction of the Local Administration Act 1980 which came into force on 1 January 1981. The objective of the 1980 Act was to restructure the pattern of local administration in Zambia into an integrated system of administration. As a result, a single politico‐administrative structure has been created in each district to which has been assigned the totality of government and party activity. As a consequence, the structure of local administration will not only bring the decision‐making process to the district level, but also ensure close party control over the mechanism of field administration.
Road to Zambales: Impressions of barrio immersion as a training and development technique in the Philippines
Authors: Shams M. K. 
Published: July 2007

AbstractThe wide range of management training programmes for public servants in the Philippines is closely integrated into career development plans and involves practical work by trainees at village level. Trainees are required to reside in a village for varying periods of time to familiarize themselves with life among the rural poor. The aim is to train local people in self‐reliant project management as well as to train civil servants in rural development. Close relations with villagers provides an invaluable experience for city‐based officials. However, little effort is made to identify the needs of the rural poor. Client groups are selected at meetings dominated by local officials. Officials tend to be “hosted” by relatively wealthy families. Linkages with government agencies at the local level are not made and there is little organizational development among the rural poor to ensure the continuation of projects after the withdrawal of trainees. Nevertheless, the “barangay immersion” approach to management training for rural development has considerable potential.
An innovative approach to metropolitan management in the philippines
Authors: Allport R. J. , Von Einsiedel N. 
Published: July 2007

AbstractThe paper describes the historical development of metropolitan planning and administration in Metro Manila, and identifies five major problems: the sectoral isolation of planning; the inadequate involvement of local government; inadequacies in planning methods; weaknesses in the system of resource management; and institutional fragmentation. The development of the Capital Investment Folio process, its institutional framework and the main characteristics and results of applying the approach are described. The benefits and lessons which have emerged are then set out and their possible application elsewhere discussed. The main achievements of CIF are progress towards a rational system of urban planning; the generation of consensus within government about Manila's investment strategy; a more widespread appreciation of opportunity costs; and a new understanding of how to plan under conditions of uncertainty. It remains for CIF to be integrated into the national resource allocation process, and to be fully accepted by national government agencies. Local government still needs to be positively involved in the planning process.
Performance of the new rural development management system in thailand: A view from the korat development pilot project
Authors: Watjanapoom Poonsiri , Tips Walter E. J. 
Published: July 2007

AbstractDevelopment management in national rural development has been the subject of much discussion as old‐style integrated rural development planning met with increasing criticism. The Royal Government of Thailand is currently attempting to arrive at comprehensive reform of the development management system within the framework of implementation of its national five‐year plans. This article highlights the reforms and the analysis of past failures. It introduces the new management organization and some procedural highlights. A first experiment with the new system which is currently being carried out in the province of Nakhon Ratchasima is documented, and the opinion of government officials on its performance is reported. The overall reaction is positive: the system does provide a more coordinated implementation. Two bottlenecks remain, however: project monitoring and evaluation should be strengthened; and additional technical training in development planning is needed.
Improving the organization and management of civil service training in Zambia
Authors: Carmichael C. L. 
Published: July 2007

AbstractThis paper describes the first phase (1981‐1984) of a programme being carried out by the Government of Zambia to improve the organization and management of in‐service training for civil servants. General guidelines for an effective training function are outlined. These are compared to the problems of civil service training in Zambia in 1981, where responsibility was fragmented, co‐ordination was poor, work concentrated on routine administration, and the background of training staff was often inappropriate. A set of recommendations was agreed for resolving these problems, including the creation of a central training directorate and a cadre of full‐time training staff. The package of proposals was designed to increase accountability, improve co‐ordination, improve the quality of training staff, and introduce systematic training procedures. The progress with implementing these changes is evaluated; the greatest progress was in setting up the cadre of training staff, although significant progress was also made in other areas. The paper concludes that the conditions for an effective training function have been created and that a longer‐term programme to develop the new training cadre is now required. The Zambian example provides a possible model for any country thinking of introducing similar changes.
The district and support for primary health care: The management experience from large‐scale projects
Authors: Patrick Vaughan J. , Smith Duane 
Published: July 2007

AbstractWith the implementation of primary health care policies the need for more effective management support at the intermediate or district level has become apparent, but experience is poorly documented. This article reviews the management experience of large‐scale district‐level projects in Ghana, India, Iran, Korea, Philippines, Thailand and Zaïre. The lessons point to a strong need to strengthen district‐level management and for greater decentralization. These in turn will require a review of the present organizational health structures and the strengthening of national‐level planning and management capacity.
About pigs?: Decisions, outcomes and project planning
Authors: De Valk Peter , Sibanda Backson M. C. 
Published: July 2007

AbstractAt the heart of a misleading conceptualisation of policy practice is what we refer to as the ‘common‐sense’, ‘mainstream’ or ‘linear’ model of public policy. This model represents public policy as a dichotomous linear process, of two distinct but sequential phases. The process begins with a decision or a sequence of activities which culminate in a decision. The decision also constitutes a ‘policy’. Then there is a break. On the other side of the divide is ‘policy implementation’ … the unthinking acceptance of the mainstream model in policy analysis has … important and dangeous consequences (Clay and Schaffer, 1985, p.3).
Decentralized planning in Kenya
Authors: Cohen John M. , Hook Richard M. 
Published: July 2007

AbstractIn 1983 the Government of Kenya embarked on an accelerated programme of decentralization known as ‘District Focus’. This exercise in devolution is aimed at promoting more effective and efficient use of scarce domestic resources through efforts to strengthen planning capacity at the district level, improve horizontal integration among operating ministry field agents, and expand authority to district heads of operating ministries for managing financial and procurement aspects of local project implementation. Given the importance of this initiative to the economic growth of Kenya and the current search for administrative reforms that could help accelerate rural development in Africa, District Focus merits close attention by development experts. This article reviews the historical background, content, and implementation progress of District Focus.
Rural development management in Nepal, Part II: Implementation in the Karnali—Bheri Integrated Rural Development Programme
Authors: Upadhyay Pradip Prasad , Tips Walter E. J. 
Published: July 2007

AbstractThis paper looks at the implementation of rural development management in Nepal, especially how the implementation of the Karnali—Bheri Integrated Rural Development Programme is managed. The empirical data are provided by the officials themselves, and touch on organizational competence and responsibilities, the role of district line agencies. management mechanisms, inter‐organizational cooperation, local leadership and local support of organizations and people. It is concluded that several reorganizations of power relationships, resource allocation and administrative mandates are needed to improve the feasibility of effectively managed implementation in the Karnali—Bheri programme. In a wider context, rural development management in Nepal will only be possible if the development administration reforms itself for greater management and implementation potential.
Tanzania's expert‐led planning: An assessment
Authors: Armstrong A. 
Published: July 2007

AbstractIn common with most other African nations, a combination of expanding aid inflows and critical manpower shortages in Tanzania has enabled foreign planning experts to exert a growing strategic influence over the design of regional and rural development. Despite certain undoubted benefits attributable to the work of these experts, this broader assessment concludes that their contribution is often ineffective in the shorter term, and frequently damaging and distorting in the longer term. Widespread procedural problems ranging from time and logistic constraints and relative ignorance, together with the difficulties arising from the role of outside experts vis‐à‐vis the local planning bureaucracy, including elitism, poor communication and excessive demands, partly explain this. More fundamental distortions are the result of their tendency to displace rather than supplement local capacity, the perpetuation of dependence mentality, their removal from the implementation process and unfortunate demonstration effects consequent upon their privileged working and personal lifestyles. The negative outcome of Tanzania's continuing expertise dependence is discussed, and doubt is cast on the transferability of planning expertise from rich to poor nations.
Canadian aid for the training of public servants in Ghana and Zimbabwe
Authors: McAllister Ian 
Published: July 2007

AbstractThe Canadian International Development Agency has co‐sponsored a number of training programmes for public servants. In this article two of the larger programmes are examined, one with the Government of Ghana, the other with Zimbabwe. The main work with Ghana was undertaken in that country: much of the work with Zimbabwe was undertaken in Canada—for different reasons and with somewhat different results. Over 400 officials have completed the basic courses (generally of 3 months duration). Others have attended shorter courses, training‐of‐trainers projects, and a workshop for cabinet ministers. In this paper questions are explored about the relevance of such training, the nature of the content and ways to evaluate such activities. Practical issues of aid planning and implementation are raised and, finally, questions of aid targets are examined in the light of the experiences of these programmes.
Environmental planning, administration and management in Nigerian Cities: The example of Benin City, Bendel State
Authors: Omuta Gideon E. D. 
Published: July 2007

AbstractThird World cities are characterized by weak administrative and managerial capacity for environmental planning. Benin City, Nigeria, is no exception. Benin's environmental problems result largely from its unplanned land use and weak development control. These problems include lack of open space, substandard housing and an increasing volume of refuse. The administrative arrangements to handle environmental problems include the Town Planning Division, which enforces building and housing codes and land use regulations; and the Task Force on Environmental Sanitation, responsible for solid waste management. However, these arrangements have not produced satisfactory results. Failure has been due partly to the ad hoc organization of environmental administration; the overlapping perception of environmental problems; the alienation of the public; dispersal of authority; and the scale of jurisdictional units. Effective environmental planning administration must adopt a holistic approach, which recognizes the need for a comprehensive environmental planning and a concentration of environmental authority. This is based on the premise that environmental issues are the responsibility of one agency but an obligation for all. Structurally, the concentration of environmental authority hinges on the principle of cooperative leadership by the Federal Government. This calls urgently for the establishment of a Federal Environmental Protection Agency at the centre, and Environmental Management Boards at state levels. The Boards would provide an administrative umbrella under which the management of various aspects of the environment are coordinated. In order to maximize the cooperation of the public, the traditional power structure of the Oba (paramount chiefs and community leaders) must be involved in the conception and implementation of environmental planning. Citizen participation would in turn be maximized if the neighbourhood is adopted as the jurisdictional unit, upon which environmental administration and management are systematically built.
The local state and urban local government in Zambia
Authors: Rakodi Carole 
Published: July 2007

AbstractIt is argued, with reference to urban local government in Zambia, particularly in Lusaka, that recent debates on the form and functions of the national state in Africa may be used to illuminate the working of the urban local state. Available evidence on the class interests represented in the urban local state is reviewed, and these interests and their actions with respect to personal accumulation and political clientelism are found to be similar to those found at the national level. The urban local state in Zambia performs functions similar to those which have been revealed by analyses of other countries, although the nature of these functions, and the extent to which they are successfully performed, is influenced by the political and economic context, the institutional framework and especially the constraints imposed by central government on local autonomy. The changes proposed in the 1980 Local Administration Act are outlined, and a preliminary assessment made of the extent to which they are likely to change the form and functions of the urban local state.
Government administration in a very small microstate: Developing the turks and Caicos Islands
Authors: Kersell John E. 
Published: July 2007

AbstractAs in the preceding articles on Bermuda and the Cayman Islands (Kersell, 1985 and 1987), our present purpose is simply to describe how a Commonwealth microstate, the Turks and Caicos Islands, has adapted the principles of the Westminster‐Whitehall model to its particular conditions. It is even smaller than Bermuda or Cayman, and far less prosperous. Thus it has found it necessary to further scale down both jobs (to create employment) and services (to economize). To accomplish the latter, it must also omit altogether a number of government activities. The Turks and Caicos Islands are the least developed as compared to Bermuda, Cayman, or even the British Virgin Islands. It is interesting that they alone have not only tried to conserve their traditional economic base in fisheries, but have also launched vigorously into mariculture on several fronts. Later than Bermuda and Cayman, they have turned to tourism and offshore finance in order to develop economically. The base for such development, as elsewhere, is their people–a resource threatened more seriously than elsewhere by the North American appetite for illicit drugs.