Suchergebnisse

After receiving at least U.S.$38 billion in aid for reconstruction and development over the past 60 years, Haiti remains a fragile state, one of the worst globally. The reasons for aid failure are legion but mostly relate to highly dysfunctional Haitian regimes, at times destructive U.S. foreign policy and aid policy, and ongoing issues about how to deliver aid, all in the context of devastating natural disasters. The overriding cause of aid failure has been the social, cultural, and historical context that has led to domination by economic and political elites who have little interest in advancing Haiti and who are totally self‐interested—Haiti's fatal flaw. Donors can go far to improve aid effectiveness, but Haiti will languish until its leaders and people find common ground and compromise in managing their country.

After receiving at least US$20 billion in aid for reconstruction and development over the past 60 years, Haiti has been and remains a fragile state, one of the worse globally. The reasons for aid failure are legion but mostly relate to highly dysfunctional Haitian regimes, sometimes destructive US foreign policy and aid policy, and ongoing issues about how to deliver aid, all in the context of devastating natural disasters. The over-riding cause of aid failure has been the social, cultural and historical context which has led to domination by economic and political elites who have little interest in advancing Haiti, and who are totally self-interested - Haiti's fatal flaw. Donors can go far to improve aid effectiveness, but Haiti will languish until its leaders and people find common ground and compromise in managing their country.

Before the election of Barack Obama and the global financial crisis that soon followed, many pundits, scholars, and practitioners believed that the era of big government was over. It increasingly employed outsourcing, partnerships, collaboration, deregulation, and citizen engagement. It relied more on IT solutions such as e-government and knowledge management. In short, people were witnessing an evolution into American Governance 2.0. Now, a year and a half later, it appears they were wrong. America may already be witnessing the emergence of American Governance 3.0. What follows is a recitation of some major governance issues in play today that support this notion of Governance 3.0. Performance management has been at the top of the agenda for most administrations. The Bush administration tried to impose market-discipline and competition by outsourcing public services not considered 'inherently governmental.' Regardless of how governance transforms, it all might come crashing down. Budget deficits and public debt are out of control and unsustainable. Adapted from the source document.

ABSTRACTThe failure of US initiatives to build local/regional economic development capacity in Russia following the fall of Communism has been partly blamed on national factors, Russian culture, and American consultants. Much of the failure, however, probably resulted because American approaches to economic development—‐highly successful in other contexts—could not work during Russia's transition from a command economy to its current state. Such things as promoting entrepreneurship, developing public‐private partnerships, creating a market economy, accessing start‐up capital, attracting foreign investment, overcoming bureaucratic corruption and high taxation, working within the rule of law, and negating organized crime either should not have been done, or could not have been done, leaving many of our programs ineffective. We ask whether the Russian deviations from the U.S. model have any implications for the current situation facing state and local development policy in the U.S.

This timely book takes a wide-angled look at how the field of community development is evolving in an era of reduced resources, changing priorities, privatization, competition, and performance management at the federal, state, and local government levels, as well as for non-profits and private sector entities. It shows how community development organizations and programs are offering many new services, entering into new partnerships, developing extensive networks, and attracting new and alternative sources of funding - and how, in the process, these organizations are becoming more innovative

A Brookings Institution Press and the National Academy of Public Administration publication Even after years of receiving considerable foreign aid, Haiti remains an impoverished, tremendously fragile state. Over a span of ten years, the United States spent over 4 billion in aid to Haiti, yet the average Haitian still has to survive on one dollar a day. Why has assistance been so ineffectual, and what can we learn from Haiti's plight about foreign aid in general? Haiti in the Balance tackles those questions by analyzing nearly twenty years of Haitian history, politics, and foreign relations. Terry Buss and his colleagues at the National Academy on Public Administration found a general failure to reinforce the capacity of institutions at all levels of Haitian government. Building up that system of institutions appears to be a necessary precursor to a nation using foreign aid in the most effective manner. Such an effort demands improved security, a more professional (and less corrupt) bureaucracy, and eventually decentralization and perhaps even some privatization. Different levels of government must be willing to learn how best to work with one another: according to Buss, "Haitian governments seemed consumed by politics, rather than good governance." People still matter, and so does administration. Until we learn that lesson, even the most generous foreign aid will not fulfill its intent.

Filled with examples from a wide range of policy sectors, this timely book takes a wide-angled look at how the field of community development is evolving in an era of reduced resources, changing priorities, privitization, competition, and performance management at the federal, state, and local government levels, as well as for non-profits and private sector entities.