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  1. 1

    Report on evaluation of the role of population factors in the planning process through the application of development models.

    United Nations. Economic and Social Commission for Asia and the Pacific [ESCAP]

    Bangkok, Thailand, UN, 1978. (Asian Population Studies Series No. 37; ST/ESCAP/64) 50 p

    The basic objectives of the study are: 1) to encourage and motivate country planners to improve their development plans by integrating population factors into development planning and policies; 2) to provide planners with appropriate procedures to consider the short-term and long-term implications of population growth for fixing priorities and setting targets in various development sectors; 3) to provide guidelines for considering the implications of various socioeconomic programs and policies for fertility, mortality, and migration; and 4) to serve as a guideline for training and educational purposes. The major models which have been developed by research teams to portray the interaction between demographic, economic, and social variables are analyzed and evaluated with regard to their potential usefulness in development planning. The study deals with the following prototypes and their country-specific applications: 1) TEMPO 1 and TEMPO 2; 2) the Long Range Planning Model series of models; 3) the FAC/UNFPA MODEL; 4) the model developed by the Population Dynamics Group of the University of Illinois; and 5) the BACHUE model. Concerning choice of model structure and application to planning, 3 methodological questions are considered: the choice of a central core for the model; the trade-off between simplicity and complexity; and the choice of a supply or demand orientation. It is concluded that the construction of a model is as important as its application to the policy making and planning processes of countries. In general this would be facilitated if the model were designed and developed in the country in which it was to be used. Such models would be more closely attuned to country-specific problems and the creation of the model would create a cadre of people within the country capable of operating and adapting the model.
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  2. 2

    Using communication support in projects: the World Bank's experience.

    Perrett HE

    Washington, D.C., World Bank, 1982. 68 p. (World Bank Staff Working Papers No. 551)

    This paper outlines the inclusion of communication support in various lending sectors of the World Bank, describes how communication support activities should be designed and carried out during the project cycle, and addresses some common problems and issues that should be kept in mind when developing and implementing these activities. Communication support refers to information, motivation, or education activities which are designed to help achieve the objectives of a parent project through creating a favorable social climate for change. Usually such activities are financed under the same loan as the parent project. By fiscal year 1979 the World Bank had lent some US$183 million for communication support, usually for education, agriculture and rural development, and population, health, and nutrition. Potential benefits of communication support include facilitating change among project populations, helping create an effective implementing agency, coping with negative behavior or attitudes, and helping prevent negative impact. The World Bank experiences with communication support in 7 sectors of Bank lending are briefly described, including education; population, health and nutrition; agriculture; urban projects; water and wastes; transportation; and telecommunications. Various steps in the design process are then detailed, including identification of institutional arrangements, definition of objectives, identification and segmentation of the people to be reached, identification of the timing and time frame, selection of channels, decisions on communication style, technique and content, design of pretesting, monitoring and evaluation arrangements, and costing. Among issues in the design of communication support programs that are discussed are inclusion of communication support versus managerial complexity; centralization versus decentralization; single agency versus multi-agency responsibility; in-house responsibility versus contracting out; mass media versus personal channels; and overdesign versus underdesign.
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