ABSTRACT
This chapter examines the experiences in order to understand the nature of the underlying structural interventions and their interrelationships with the program environments and strategies. In the design and management of development programs, structural interventions are often given inadequate attention. The fact that services in development programs were expanded and diversified sequentially reflects an awareness of the limitations of the structural interventions at their command. In Council for the Promotion of Education's case, the justification was that rural education required innovative interventions and that conventional government department had failed in this area because of their rigid structures and practices. In the Chinese case, the rigidities of the Ministry were in part offset by the direct and forceful interventions of Chairman Mao and the innovative use of communes which enjoyed a high degree of autonomy. The Chinese Public Health Program went through some radical shifts in terms of the differentiation and integration of functions.
