Management standards and development practice in the South African aid chain

The article addresses how South African non‐governmental organisations (NGOs) approach the management of their development activities and the influences upon their approaches. Based on interviews, field visits and programme documents from 40 organisations working in South Africa, the article explores the extent to which NGO programme priorities and adopted management practices arise out of donor conditions, succeed in their stated aims and generate other unintended consequences. Four aspects of contemporary NGO management dynamics are explored: logical frameworks, participatory processes, impact enhancement and financial probity. While donor requirements in these four areas generally impose heavy costs on South African NGOs and poorly achieve their stated aims, the research documents cases, in which local managers were able to work effectively and learn within these constraints, found ways around the more intrusive requirements, or challenged donors to change their policies to permit more equitable donor‐recipient relationships and better development practice. However, an unintended impact of tighter funding requirements is an observable differentiation within the South African NGO sector, with smaller community‐based organisations excluded as larger professional organisations establish more enduring links with international development organisations. Copyright © 2003 John Wiley & Sons, Ltd.     

Bureaucratizing Democracy, Democratizing Bureaucracy

This article analyzes the relationship between how rationality is conceived and how democracy is practiced in the Bureau of Reclamation, a water development agency in the Department of Interior. The efforts of some inside the agency to institutionalize rational decision-making models, partly in response to new environmental law, expanded the number and range of interest groups that participated in its decisions fry incorporating their preferences into their models for evaluating plans. But the terms under which people could express their values and interests were strictly controlled in ways that some felt misrepresented their concerns. How we conceive of rationality has important implications for how and which people are included in bureaucratic decision making.     

An Unusual Economic Arrangement: The Brazilian Economy during the First Lula Administration, 2003–2006

This paper describes the economic policy and economic performance of Brazil during the first Lula administration, in 2003–2006. I show that in his first term as president Lula chose fast disinflation as one of the main priority of its economic policy. This choice required the adoption of high real interest rates, which also demanded an increase in the government’s primary surplus to keep the country’s public debt under control. Consequently, as I strive to demonstrate, investment in social safety net (the administration’s other main priority) was financed not only by the increase in tax revenues but also by a reduction in the government’s expenditure on both wages and benefits of public employees and in public investments in infrastructure. A combination of, on the one hand, a favorable global environment and, on the other, successful economic policies resulted in a significant improvement in the Brazilian macroeconomic performance. This in turn contributed a great deal to a reduction in both income inequality and poverty rates. I conclude by unveiling what I view as a quite unusual economic arrangement: president Lula’s economic choices over the 2003–2006 period ended up benefiting most the extremely rich (through high real interest rates) and the very poor (through the increase in income transfers).