International Development Law Institute

PES covers the period 9/82-8/84 and summarizes an attached Special Evaluation (XD-AAR-421-A). IDLI"s rapid passage from concept to performance has been impressive; since the project was approved in 1982, IDLI has established a legal charter, appointed a supervisory board, successfully solicited $2 million in additional donor funds, and provided significant, if limited, legal training to 95 participants from 35 countries. Responses to a worldwide request for participant/USAID feedback were overwhelmingly favorable, and together with related communications, provided substantial evidence of USAID and host country interest in expanding future use of IDLI services. However, IDLI is not without problems; the recurring shortage of daily operating funds, caused by delayed donor payments, may increase with program expansion. On a programmatic level, IDLI has defined long-term goals, but its intermediate strategy for the next 3-5 years may be excessively responsive to resource constraints and funding opportunities rather than development priorities. A.I.D. should carefully consider whether it wishes to provide a further commitment to assure the permanent institutionalization of IDLI and influence the final program configuration, or relinquish this responsibility and opportunity to other supporters. Also, A.I.D. should review the present and potential role of law, legal personnel, and legal institutions in the development process in general, and the role of A.I.D."s own lawyers in particular, both in and outside of IDLI. IDLI is a worthy case study in the mechanisms and strategies of successful institutional development and a unique example of how the creativity and entrepreneurship of A.I.D. employees, when backed by Agency decisionmakers willing to take organizational risks and individual responsibility, can result in needed innovations and contributions to the development process. (Near East abstract, modified)