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Explores the need for partnerships or pluralist approaches between state & civic organizations, particularly nongovernmental organizations (NGOs) & grassroots organizations (GROs), in improving the access of the poor & disadvantaged to basic social & economic services. New Public Management (NPM) & good governance strategies encourage increased use of nonstate agencies in delivering public goods & services. New relationships between the state & market & civic sectors are a contested mix, with the proliferation of third-sector organizations requiring more state oversight & support. Service delivery for aid donors bypasses governments & may, therefore, weaken state capacity, responsibility, & public accountability. Civic organizations may effectively provide advocacy, thereby improving the quality of services to millions, but should not be dictated by the preferences & imperatives of Northern models. The need for Southern governmental responsibility, social audits, & donor awareness of the dangers of NPM concepts weakening the developmental capacities of developing countries is emphasized. 1 Table, 3 Figures, 51 References. L. A. Hoffman

Bei der Kontroverse mit V. Venkatesan geht es zunächst um Vorzüge und Schwächen des "Visit and Training"-Programms im Bereich der Agrarhilfe. Es geht darüber hinaus um Kritik an der Weltbank, der D. Hulme gravierende Unfähigkeit zu lernen, vorwirft. Er fordert schließlich, nun einmal die Weltbank, ihre Strukturen, ihre Arbeitsabläufe, ihr Anreizsystem und ihre interne Kultur unter die Lupe zu nehmen und herauszufinden, wie sich diese Faktoren auf ärmere Länder auswirken. (APAF-Glz)

AbstractImproving the effectiveness of public sector organizations in developing countries has become a major focus for national governments and foreign aid agencies. This study reviews the experience of a major organizational reform strategy, the training and visit system of extension, that has operated for more than 20 years. Several lessons drawn from this experience are that aid donors must: (i) eschew their preference for organizational blueprints and recognize the contingent nature of reforms; (ii) recognize that many public sector organizations have only a small 'controlled' decision‐making space and thus pay more attention to 'influenceable' decision‐making opportunities; (iii) acknowledge that machine model approaches are likely to reinforce the negative aspects of hierarchical control in bureaucracies, and; (iv) pay much more attention to organizational sustainability in terms of finance and strategic management capacity.