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Beyond the Conventional Wisdom: USAID Projects, Interorganizational Linkages, and Institutional Reform in Peru

by Schmidt, Gregory D.

in Americas / Budget reform / Capacity building approach / Capacity development / Case studies / Centralization / Companies / Corporations / Decentralization / Developing Countries / Development agencies / Development projects / Donors / Economic development / Economic development corporations / Economics / Entwicklungshilfe / Entwicklungsorganisation / Entwicklungspolitik / Financial Management / Foreign Aid / Geographic profiles / Government / Government Agencies / Government budgets / Government Programs / Health Planning / Institutions / International Cooperation / Latin America / Legislation as Topic / Local government / Organization and Administration / Organizations / Peru / Political systems / Politics / Program Evaluation / Public administration / Public sector / Reform / REFORM, REFORMERS / Reforms / Rural development / Self determination / Social Change / SOUTH AMERICA / Sustainable development / Technical support / THIRD WORLD NATIONS / U.S.A / United States / USA

1992

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Beyond the Conventional Wisdom: USAID Projects, Interorganizational Linkages, and Institutional Reform in Peru

by Schmidt, Gregory D.

1992

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Beyond the Conventional Wisdom: USAID Projects, Interorganizational Linkages, and Institutional Reform in Peru

by Schmidt, Gregory D.

1992

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Journal Article

Beyond the Conventional Wisdom: USAID Projects, Interorganizational Linkages, and Institutional Reform in Peru

Schmidt, Gregory D.

1992

Overview

From 1983 until 1987, the US Agency for International Development (USAID) provided support to several national level organizations in Peru's highly centralized public sector. These organizations, in turn, provided assistance and political support to decentralized development agencies called departmental development corporations (CORDES). Linkages between national and departmental-level organizations in Peru facilitated more efficient implementation of the USAID projects, capacity building in CORDES, and use of comparative advantages among the corporations and other organizations. The USAID-Peru experience suggests an alternative strategy for selecting collaborating national agencies in highly centralized political systems. An appropriate strategy is to establish or reinforce project-related units within key national-level agencies. Finally, USAID experience in Peru demonstrates that linkages can be used by international donors to support institutional reform while respecting the self-determination of recipient countries.

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Publisher

Western Illinois University,Journal of Developing Areas

Subject

Americas

/ Budget reform

/ Capacity building approach

/ Capacity development

/ Case studies

/ Centralization

/ Companies