Accountability

, 55–56

Aid recipients of projects

, 65–66

American Center for International Labor Solidarity (ACILS)

, 41–42

American Deaf Culture

, 2

Annual Work Plan (AWP)

, 95

“Beltway Bandits”

, 60

Bureau for PPC

, 37, 43–45

“Bureaucratic paralysis”

, 60–62

Canadian International Development Agency (CIDA)

, 37–38

Center for Development Information and Evaluation (CDIE)

, 37–38

Center for International Private Enterprise (CIPE)

, 41–42

Chief of party (COP)

, 13, 73, 111

expatriate leaders’ advice to aspiring

, 117

experience managing USAID projects

, 74–77

Civil Operations and Revolutionary Development Support (CORDS)

, 42–43

Coherent long-term foreign aid program

, 32–33

Cold War

, 18, 39

Colonialism

, 51

Communist-inspired Cuban revolution

, 32–33

Competency-based leadership

, 4–7

Competing values

, 49–50

Competing Values Framework (CVF)

, 49–50

Complementary assets

, 49–50

Compliance superintendence, USAID and

, 89–90

Compliance system

, 65–67, 138–140

Congressional earmarks

, 20–21

Constituency

, 19

Contracting officer (CO)

, 95

Contracting officer representative (COR)

, 64, 78, 134–135

managing COR expectations

, 90–92

USAID’s system for assigning CORs to project and lack of COR training

, 92–93

Contractor Performance Assessment Reporting System (CPARS)

, 81, 94, 126–127

Corruption, coping with

, 99–100

Cost

, 55

Council for Mutual Economic Assistance (Comecon)

, 29–30

Country Development Cooperation Strategy (CDCS)

, 58, 60, 62

Decentralized decision-making

, 36–37

Degree of geopolitical importance

, 28–29

Deputy chief of party (DCOP)

, 86–87

Destined-to-fail projects

, 22

“Development business”

, 58

Development Experience Clearinghouse (DEC)

, 118–119

Development Loan Fund (DLF)

, 32–34

Development Objectives (DOs)

, 58

Development theory

, 62–63

Division of Public Education (DPE)

, 9

Domino theory

, 29–30

Dualism

, 25–26, 45

of foreign aid

, 71

Early Grade Reading Assessment (EGRA)

, 14–15

Early Grade Reading Program (EGRP)

, 14–15

Earmarks

, 20–21

Economic Cooperation Administration (ECA)

, 28

Economic institutions

, 51–54

Education technology

, 6

Egyptian Ministry of Education

, 11–12

Eisenhower Doctrine

, 31

Emergency Food Security Program (EFSP)

, 22–23

European Recovery Plan (ERP)

, 29–30

Evaluation

, 54

Expatriate leaders

, 1, 17, 22, 73, 125

achievement

, 125–131

advice to aspiring COPs

, 117

Americans to know about work managing USAID projects

, 122

applying lessons learned to subsequent projects

, 105–106

being expatriate leader of international development projects

, 109–110, 112

being perceptive of gender and age

, 108–109

believe host country national team members define success

, 131

capturing benefit of expatriate status

, 107–108

challenges created by USAID CORs

, 94–97

COP experience managing USAID projects

, 74–77

coping with situational challenges

, 97–103

define success as international development project leader

, 125–131

defining project success

, 79–81

defining success, or lack and achievement

, 137–140

to effectively lead time-limited organizational entity

, 131–133

efforts to lead international development projects

, 104–109

explain easy or difficult about being

, 136–137

explaining challenges

, 82–103

feeling successful

, 78–79

formative life and/or work experiences of

, 77

grown as leader

, 115–117

HCN perspectives of project success

, 81–82

helped or harmed expatriate leaders’ efforts

, 135–136

of international development projects

, 73

leading time-limited temporary organizations

, 82–85

lessons expatriate leaders learned leading projects

, 113–114

managing COR expectations

, 90–92

navigate relationships with organizational leaders of multiple organizations

, 133–137

navigating relational challenges

, 85–90

office of

, 49–50

participants

, 74–77

prior project management experience

, 104

revealing thoughts

, 123–124

sharing perspectives on project success

, 77–82

speaking about minds

, 112–123

speaking efforts to lead projects

, 103–112

successful managing USAID projects

, 118–120

systematic approach to project management

, 106–107

theory of what factors experienced by

, 137

think Members of Congress need to know about projects

, 122–123

of USAID projects

, 47

USAID’s system for assigning CORs to project and lack of COR training

, 92–93

views changed about international development projects

, 114–115

work with recipient organization leadership

, 135

working with recipient organization leaders

, 96–97

Expatriate leadership

, 1, 10

working with USAID projects

, 10–16

Export-Import Bank

, 32–33

Extractive political

, 51–54

Federal Acquisition Institute Training Application System (FAITAS)

, 64–65

Federalism

, 19

Foreign aid programs

, 28–29

Foreign aid’s value

, 49

Foreign Assistance Act (1961)

, 32–33

Foreign Assistance Act (1973)

, 34–35

Foreign assistance projects

, 37–38, 45

Foreign policy labors

, 19–20, 66–67

Foreign Service Officer (FSO)

, 10–11

Foreign Service Officer Test (FSOT)

, 10–11

Formative life of expatriate leaders

, 77

Frankfurt International School (FIS)

, 6–7

Gender-neutral pseudonym

, 73–74

General Accounting Office (GAO)

, 37–38

Girls Improved Learning Outcomes project (GILO project)

, 14

Global Food Security Act (2016)

, 22–23

Global War on Terror (GWOT)

, 18, 42–43

Government Performance and Results Act (GPRA)

, 39–40, 62–63

“Hands-off approach”

, 97

Host country national (HCN)

, 77–78, 131

perspectives of project success

, 81–82

Humanitarians

, 25–26

Idara level (school district level)

, 12

Impact evaluations

, 55

Information technology (IT)

, 6–7

Institutionalizing gender equality

, 56–57

Intellectual property

, 23–24

Inter-American Development Bank

, 24, 32

“Inter-organizational partnership”

, 68–69

International Cooperation Administration (ICA)

, 31

International Desert Development Commission

, 9

International development

, 30

International Development Contractors (IDCs)

, 60

International development projects

, 47–48, 73

expatriate leader of

, 17, 109–110, 112

multi-dimensional organizational context

, 17, 47, 71

USAID

, 17–46

International Monetary Fund (IMF)

, 23–24, 32

International Republican Institute (IRI)

, 41–42

K-12 computer/technology

, 6

“Leading from behind” approach

, 105

Leading temporary organizations

, 47–49

Leading time-limited temporary organizations

, 82–85

“Life-of-Project Plan”

, 131–133

Logical Framework method

, 58–59

Lumsdaine’s empirical analysis

, 28–29

Male-dominated technology firm

, 4–5

Marshall Plan

, 28–30, 43, 45

Memorandum of Understanding (MOU)

, 60–62

Middle East Partnership Initiative (MEPI)

, 44

Ministry of Education (MOE)

, 11–13, 97

Molotov Plan

, 29–30

Moroccan project

, 56–57

Mudireya level (governorate level)

, 12

Multi-dimensional organizational context

, 47–71

complementary assets, competing values

, 49–50

extractive political and economic institutions

, 51–54

home office of technical implementing organization

, 86–89

leading temporary organizations

, 47–49

navigating relational challenges with leaders within

, 85–90

USAID and compliance superintendence

, 89–90

USAID evaluation program and operational policies, practices, systems

, 54–71

National Authority for Quality Assurance and Accreditation (NAQAA)

, 12

National Democratic Institute (NDI)

, 41–42

National Education Standards (NES)

, 12–13

National Strategic Plan for Pre-University Education Reform

, 14

Neoliberalism

, 51–52

New Directions legislation (1973)

, 35

New Embassy Compounds (NEC)

, 67

Nongovernmental organizations (NGOs)

, 35–36

Nonpermissive environments

, 69–70

North Atlantic Treaty Organization (NATO)

, 30–31

Office of Transition Initiatives (OTI)

, 42

“Officers’ Republic”

, 52–53

Organizational value

, 49

Performance evaluations

, 55

Performance Management Plan (PMP)

, 59

Personal services contractors (PSCs)

, 36–37

Point Four Program

, 30–31

Policy, Planning, and Learning (PPL)

, 44–45

Policy and Program Coordination (PPC)

, 37, 43–45

Post-Cold War

, 18

Post-Conflict Reconstruction Project

, 70–71

Post-SSA

, 12

“Poverty Barons”

, 60

Pre-SSA

, 12

Prepackaged programming

, 65–66

President’s Emergency Plan for AIDS Relief (PEPFAR)

, 44

Prior project management experience

, 104

Prisoners-of-War (POW)

, 33–34

Private voluntary organizations (PVOs)

, 35–36

Procurement reformsl

, 44–45

Procurement system

, 138–139

“Profits over project success” dynamic

, 88–89

Project authorization

, 58–59

Project management

success

, 56–57

systematic approach to

, 106–107

Project Management Plan (PMP)

, 52, 77–78, 98

Project success

, 52, 73, 78, 129

defining

, 79–81

expatriate leaders sharing perspectives on

, 77–82

HCN perspectives of

, 81–82

Property rights

, 51

Public assistance

, 2–3

Quadrennial Diplomacy and Development Review (QDDR)

, 44–45

Quantitative approach

, 62–63

Quantitatively-driven compliance model

, 63–64

Quantitatively-driven model

, 62–63

Reduction in force (RIF)

, 39–40

Regional lenders

, 24

Request for Proposals (RFP

, 59

“Resource capturing”

, 60–62

Results-based management approach

, 55–56, 138–139

Rural Expansion of Afghanistan’s Community-Based Healthcare (REACH)

, 118–119

School improvement plan (SIP)

, 12

School self-assessment (SSA)

, 12

School Team Excellence Awards Program (STEAP)

, 12

STEAP I

, 12–13

STEAP II

, 12–13

Short-Term Technical Advisor (STTA)

, 99–100

Situational challenges

coping with

, 97–103

coping with betrayal of trust

, 98–99

coping with consequences of travel

, 98

coping with corruption

, 99–100

coping with internal and external pressures to hire specific individuals

, 99

coping with managing projects in volatile settings

, 102–103

coping with unknowns of taking over troubled project

, 100–102

Special Inspector General for Afghanistan Reconstruction (SIGAR)

, 68–69

Strategic planning

, 37

Structural Adjustment Programs (SAPs)

, 23–24

Supreme Council of the Armed Forces (SCAF)

, 52–53

Systematic approach to project management

, 106–107

Teacher professional development (TPD)

, 14

Technical assistance and training projects (TAT projects)

, 55

Technical officers

, 37

Texas Hill Country

, 8

Top-down project design approach

, 65–66

Truman’s Doctrine

, 29–31

Trust, coping with betrayal of

, 98–99

U. S. Department of Agriculture

, 22–23

U. S. Development Assistance (DA)

, 21–22, 25–26, 60, 62

United States (US)

, 17–18

United States Agency for International Development (USAID)

, 1, 10, 15–17, 24–25, 32–33, 46, 67, 125

and compliance superintendence

, 89–90

compliance system

, 65–67

COP experience managing USAID projects

, 74–77

crafting United States Foreign Aid Policy

, 18–27

evaluation program and operational policies, practices, systems

, 54–71

evolving

, 33–46

origin

, 27–33

system for assigning CORs to project and lack of COR training

, 92–93

working with USAID projects

, 10–16

United States bilateral assistance

, 35

United States Constitution

, 18–19

United States Farmer-to-Farmer program

, 28

United States Foreign Aid Policy, crafting

, 18–27

United States Informational Agency (USIA)

, 39–40

US Cold War diplomacy

, 27–28

US Economic Support Funds (ESF)

, 21–22, 60, 62

ESF-funded projects

, 46

US food aid program

, 22–23

US foreign policy

, 22–23

Vietnam War

, 33–34, 42–43

“Whites only” environment

, 2–3

Work experiences of expatriate leaders

, 77

World Bank

, 14–15, 24, 31