■

• Conyers, D. and M. Kaul (1990). "Strategic issues in development management: Learning from successful experience. part I." Public Administration & Development 10(2): 127.

This paper draws general conclusions from a set of case-studies presented at two Round Tables organized by the Commonwealth Secretariat. The paper is in two Parts. Part I, published here, deals with the choice of criteria for determining the success of local development initiatives. The approach adopted at the two Round Tables was judgemental. However, an attempt is made to measure 'success' more systematically by defining development and classifying the indicators that might be used to measure the achievement of such development as quantifiable, partly quantifiable and qualitative. A set of hypotheses concerning the factors contributing to the success of local development projects was put forward at the Warwick meeting and amended in Livingstone. Part I of the paper classifies the factors contributing to success into four groups: the project environment, the basic character of the project, the mode of project initiation, and project organization and management. Three environmental factors are emphasized: the political environment, local leadership and the history of self-reliance. Three basic characteristics of a project are of particular importance: the level of beneficiary involvement, the use made of local resources, and the prevailing 'organizational culture'. Two aspects of project initiation are particularly important: the source of a project and its scale. Five major organizational factors are stressed: the clarity of project goals; flexibility and responsiveness to needs; autonomy and accountability; a 'learning process' approach to project planning and management; and human resource development. Part II will discuss the broader implications of these factors in the local, national and international contexts.