Ownership Leadership and Transformation : Can We Do Better for Capacity Development.

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Cover; Title Page; Copyright Page; Table of Contents; Figures, tables and boxes; Foreword; Preface; Acknowledgements; Acronyms; Overview: Turning dilemmas into opportunities; PART A CAPACITY DEVELOPMENT IN PRACTICE: ISSUES, POTENTIALS AND CRITICAL CONSIDERATIONS; 1. Capacity development basics; 1.1 Capacity development as an endogenous process; 1.2 Ownership; 1.3 Leadership; 1.4 Mindsets, vested interests and power; 1.5 Difficult development contexts; 2. Integrating external cooperation into national systems and processes; 2.1 The aid relationship: beyond conditionality.

2.2 Policy dialogue for capacity development2.3 Programming external cooperation; 2.4 Implementing external cooperation; 2.5 Monitoring: accountability versus control; 3. From perverse to positive incentives; 3.1 Incentives and development cooperation; 3.2 Governance systems; 3.3 Public service incentives; 3.4 Experts, consultants and advisory services; 3.5 Procurement; 3.6 Corruption; 3.7 Brain drain; 4. Re-examining the layers o f capacity development; 4.1 Human resource development; 4.2 Institution building; 4.3 Civic engagement; 4.4 The global dimension; Bibliography.

PART B A CASEBOOK OF EXPERIENCES AND LESSONSCountry Case; 1. AFGHANISTAN Local capacity grows amidst conflict and collapse of central authority; 2. BHUTAN A national vision guides progress and technical cooperation; 3. BOLIVIA Citizens exercise their right to be involved in the aid system; 4. BRAZIL Bolsa Escola helps mothers send children to school; 5. BRAZIL How participatory budget-making can improve the quality of life; 6. CAMBODIA Angkor Wat combines conservation with community participation and innovative development.

7. CAMBODIA Decentralization lays a foundation for reconstruction and governance8. CAMBODIA A framework to enter the arena of world trade; 9. CHINA Exposure visit for officials facilitates profound policy change; 10. CHINA Investing in pharmaceutical research capacity to compete globally; 11. EAST TIMOR Volunteers ease the transition between war and reconstruction; 12. ECUADOR National dialogue rallies consensus on sustainable development; 13. EGYPT A confident community learns to manage its environment; 14. EGYPT Governorate human development reports provide analysis at the community level.

15. ESTONIA The innovative use of foundations to implement national policies16. ESTONIA Tiger Leap brings the benefits of ICT to everyone; 17. ETHIOPIA A PRSP encounters the constraints and promises of participation; 18. GUATEMALA Coordination and flexibility help civil society broker trust after war; 19. GUINEA-BISSAU Building a research institution in an inhospitable environment; 20. HONDURAS Democracy trust backs national consensus amidst volatile politics; 21. INDIA Citizen report cards to improve public service performance; 22. INDIA Public hearings arrest corruption in Rajasthan.

23. INDONESIA Decentralization starts with assessing current capacities.

The third and final in a series, this text bridges the conceptual foundations of capacity development and the difficulties and practical realities in the field. It demystifies the process of capacity development to make it more user-friendly. The book has two parts. The first shows how long-standing development dilemmas can be turned into opportunities for capacity development and societal transformation. It proposes a set of principles to guide the search for context-specific approaches as the norm, and based on these default principles the authors explore relevant issues in comprehensible st.

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