Organization and administration of integrated rural development

Evaluation, conducted by an AID/W team, covers the period 7/78-1/81 and is based on document review; interviews with and questionnaires administered to personnel from AID/W and Development Alternatives, Inc. (DAI), the contractor; and a 5-day field trip to Jamacia. Evaluation focused explicitly on DAI performance and on the relationship between AID/W and the Office of Rural Development and Development Administration of the Bureau of Science and Technology (ST/RAD). DAI has satisfactorily completed the l0-country management review of IRD projects; produced a state-of-the-art paper on IRD along with a continuous flow of working papers and research notes; and established a network of consultants with expertise in various IRD areas. In addition, long-term field service relationships have been established with three countries and are in progress in several others. The drafting of the IRD design manual is on schedule. Problems were identified in disseminating IRD knowledge, in maintaining a balanced interdisciplinary focus in TA teams, and in ST/RAD"s ability to pursue a knowledge-building agenda in the face of USAID sovereignty. Action decisions are to: (1) extend the project for 2 years through FY84 with additional funding of $530,000; (2) give preference to the Caribbean in providing short-term TA; (3) complete long-term TA in Egypt, the Philippines, Pakistan, Niger, and Indonesia; and (4) strengthen efforts to disseminate information. Attainment of project outputs has made it possible to identify the following nine areas critical to IRD project success: (1) integrating project components; (2) political, economic, and environmental constraints; (3) participation and decentralization; (4) information flows; (5) timing and sequencing; (6) differing agenda among critical actors; (7) managing TA; (8) counterpart shortages; and (9) sustaining IRD project benefits.