Development Administration and American Foreign Assistance Policy: An Assessment of Theory and Practice in Aid

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Abstract
A variety of interventions to improve development management have been tried by the U.S. Agency for International Development over the past 30 years. These have included technology transfer and management control approaches as well as ‘“learning process”’ and local capacity building methods. All of these interventions have been found to have advantages and limitations under different conditions. This article reviews experience with development administration theories and practices in U.S. foreign aid programs and examines the results. The lessons of experience indicate that no one approach to development administration is universally applicable in foreign assistance programs in developing countries but that some approaches are more applicable to capital development than to human resources development projects.

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