Search results

Cover -- Half Title -- Title -- Copyright -- Contents -- List of tables -- List of figures -- Preface -- PART I INTRODUCTION -- 1 Regional Development Agencies in Europe An Introduction and Framework for Analysis -- 2 Regional Development Agencies in Western Europe A Survey of Key Characteristics and Trends -- PART II RDAS IN WESTERN EUROPE - NATIONAL SURVEYS -- 3 Regional Development Institutions in Austria Trends in Organisation, Policies and Implementation -- 4 Regional Development Agencies in the Netherlands Twenty Years of Shareholding -- 5 Regional Development Agencies in Denmark Towards a Danish Approach to Bottom-up Regional Policy -- PART III RDAS IN CENTRAL AND EASTERN EUROPE -- 6 Regional Development Agencies in Poland -- 7 Regional Development Agencies in the Czech Republic A Future Solution to Current Problems -- 8 Transition, Institutions and Regional Development in Hungary, BAZ County -- PART IV RDAS, REGIONAL GOVERNANCE AND ACCOUNTABILITY -- 9 Changing Aspects of the Role of Regional Development Agencies in Flanders (Belgium) The Case of West Flanders -- 10 Regional Development Institutions Rural Development in the UK -- 11 Enterprise in Scotland A Mid-Term Assessment of an Institutional Innovation for Economic Development -- 12 Regional Development and Political Democracy -- PART V RDAS AND PUBLIC-PRIVATE PARTNERSHIP -- 13 Regional Renewal The Development Agency as Animateur -- 14 The Case of ERVET in Emilia-Romagna Towards a Second-Generation Regional Development Agency -- 15 Entrepreneurs and Business People in Urban Growth Coalitions Place Attachment and Active Participation in Urban Economic Development -- PART VI POLICIES AND EVALUATION OF ENDOGENOUS DEVELOPMENT -- 16 An Analysis of Regional Development Agencies in Spain from an Endogenous Development Perspective

This document present the Local economic development agencies (ADEL), an international co-operation instrument for human development, economic democratization and poverty reduction. It explains ADEL's characteristics, their model, operational management and functioning, how to set them up, their durability and impact. At the end the ADEL international network is presented.

This document present the Local economic development agencies (ADEL), an international co-operation instrument for human development, economic democratization and poverty reduction. It explains ADEL's characteristics, their model, operational management and functioning, how to set them up, their durability and impact. At the end the ADEL international network is presented.

Development agencies are becoming interested in anthropologists just as the latter are being forced out of academic employment by their increasing numbers. But agency work requires special skills and dedications not widely found among academic anthropologists. With rural development as a focus, the anthropologist's potential contributions, problems, personal and professional benefits, and modes of entry into agency work are explored. [applied anthropology, (rural) development, complex organizations, professional employment]

Papers presented at the Fourth International Conference on Knowledge, Culture and Change in Organisations, University of Greenwich in London, United Kingdom, 3-6 August 2004. ; International development agencies (IDAs) operate in a context of diverse stakeholder interests. This requires them to consider the significance of each category of stakeholders to determine the level of interest and power to influence the operations of the IDA. Using interviews and mail questionnaires, fifty-six Australian-based IDAs were examined to determine the extent to which they perceive external stakeholders as influencing their work. The research showed that two categories of stakeholders – donors and governments, were considered the most influential and powerful, hence the need to give priority to their expectations and needs. The "weaker" stakeholders – development clients and partner agencies, had a high level of interest but low power of influence over IDAs. However, they legitimise the existence of IDAs, hence their needs cannot be overlooked. The challenge for the IDA is in balancing the needs of its different categories of stakeholders as ignoring some could result in undermining its credibility. ; International development agencies (IDAs) operate in a context of diverse stakeholder interests. This requires them to consider the significance of each category of stakeholders to determine the level of interest and power to influence the operations of the IDA. Using interviews and mail questionnaires, fifty-six Australian-based IDAs were examined to determine the extent to which they perceive external stakeholders as influencing their work. The research showed that two categories of stakeholders – donors and governments, were considered the most influential and powerful, hence the need to give priority to their expectations and needs. The "weaker" stakeholders – development clients and partner agencies, had a high level of interest but low power of influence over IDAs. However, they legitimise the existence of IDAs, hence their needs cannot be overlooked. The challenge for the IDA is in balancing the needs of its different categories of stakeholders as ignoring some could result in undermining its credibility.

AbstractThis article examines the role of local development agencies (such as Rural Community Councils and Volunteer Bureaux) in developing and supporting local voluntary action. It finds these agencies equipped with the potential to make a significant contribution to their communities, in particular by taking on a strategic role as catalysts for service development. The article ends with a series of recommendations both for the management of these agencies and for the roles of central and local government in supporting them. Taken together, these recommendations specify the preconditions for the successful realization of this potential of local development agencies.

One of the ironies surrounding international development assistance is that while it purports to help liberate people from those conditions which enslave them, the very act of offering assistance already constitutes a potential constraint to the liberative process. Historically, international aid has been one of the abiding instruments of intervention in the affairs of another country. Yet at the same time, the ethic of global solidarity requires that local efforts at liberation from the disabling conditions of poverty, oppression, and domination must be enhanced and strengthened as if it was the whole global moral community itself that is offended by the persistence of these conditions. Concerned individuals working in international development agencies have a moral obligation to ensure that international assistance does not become the vehicle for new intervention or the seed for new forms of dependence. Political and business groups in the donor countries are known to be adept in exploiting such relationships for their own benefit. Great care should be taken that their influence does not determine the shape of the assistance offered. The best way to protect the integrity of an international assistance program both from domestic and foreign opportunists is for the international donor agency to draw a coherent vision of its work in a country and to transparently premise all its activities and projects on such a vision. The concrete meanings of this vision must be articulated and carefully reviewed and assessed from year to year in the light of the unfolding realities they confront.