Participation in Project Preparation: Lessons from World Bank-Assisted Projects in India
Participation in Project Preparation: Lessons from World Bank-Assisted Projects in India
复制标题
参与项目准备：世界银行援助的印度项目的经验教训
DOI：
--
复制
发表时间：
2001
期刊：
影响因子：
--
通讯作者：
Trond Vedeld
中科院分区：
文献类型：
--
作者：
Trond Vedeld
这项研究评估了印度方案在多大程度上实现了世行将参与性方法纳入项目准备和设计主流的目标。从各种社会和自然资源管理部门中挑选了十个项目，并在1990年和1998年期间对其进行了评估，其中参与是项目的总体目标。主要调查结果表明，受益者参与是成功的，为许多项目的参与性设计做出了贡献。社会评估的使用比以前更频繁，而主要受益者的参与在1990年代有所改善，反映出世行工作人员和政府官员的思维方式发生了变化。参与性工作显著改善，显示出从注重缓解潜在不利影响的社会影响转向积极主动的工作，并有更广泛的业务框架参与项目规划。直接受益者参与在战略和政策制定中不太常见，但在制定地方一级项目办法时更常见，尽管主要受益者的参与程度从未超出信息共享和协商的范围。然而，与主要利益攸关方的协作有所增加，而且确实进行了能力建设和赋权。这项研究规定，受益者的潜力没有得到充分利用，这对参与式管理提出了挑战，需要改进进程以适应社会和体制背景，并考虑在更广泛的地方能力范围内参与。
The study assesses the extent to which the India program, is meeting the Bank's objective of mainstreaming participatory approaches, in project preparation, and design. From a variety of social, and natural resource management sectors, ten projects were selected, appraised during 1990 and 1998, in which participation was an overall project objective. Key findings suggest that beneficiary participation was successful, contributing to participatory designs in many projects. Social assessments were used more often than before, while involvement of primary beneficiaries improved during the 1990s, reflecting a change in the ways of thinking of, both Bank staff, and Government officials. Participatory work improved significantly, showing a move from a focus on social mitigation of potentially adverse impacts, to proactive work, with broader operational frameworks for participation in project planning. Direct beneficiary participation, was less common in strategy, and policy formulation, but more common in formulating local-level project approaches, though the level of primary beneficiary participation, never went beyond information sharing, and consultation. However, there was an increased collaboration with primary stakeholders, and, capacity building, and empowerment did take place. The study stipulates the potential of beneficiaries is underutilized, and challenges participatory management, to improve processes so as to adapt to the social, and institutional context, and, to consider participation within a broader local capacity.