ABSTRACT
This chapter examines the apparent donor-decentralization gap through a review of the relevant literature. It assesses the extent to which there were tensions between donor imperatives and institutional development in the Integrated Regional Development (IRD) and Disaster Relief, Rehabilitation, and Reconstruction (DRR) projects. The chapter draws on Agency for International Development's (AID) experience in Peru and argues that there are potential congruities and synergisms between the needs of donors and decentralized organizations and that some of the design features of the IRD and DRR projects can be used to help bridge the donor-decentralization gap. It discusses some broader lessons for donors from AID/Peru experience. The blueprinting syndrome characterizes development planning, implementation, and evaluation in most international donor and many recipient country agencies. Different ministries and agencies usually have varying commitments to institutional reforms that further decentralization. The combination of disaggregation, alternative channels, and multiple modes of implementation usually allowed AID to avoid or lessen dependence on any one implementing organization.
