Growing the Wealth of the Poor - World Resources Institute

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CAPACITY86W O R L D R E S O U R C E S 2 0 0 8with representatives of poor people in an atmosphere of learning.UNDP’s Equator Initiative (see Box 2.1) provides an example ofthis on an international scale. As a respected external actor,UNDP draws attention to successful ecosystem-based enterprisesand examples of best practice, and it brings actors from grassrootsorganizations and governments together on equal footing in internationalforums (Hooper et al 2004:142).Staff Exchanges and Partnerships. A very straightforwardmethod for creating dialogue with government is to encourageshort- or long-term exchanges of personnel for the purposes ofhands-on training and information exchange. A number of themore established ISOs in India and Pakistan have used suchsecondments to good effect. In its early years of operation, thework of the Aga Khan Rural Support Programme (AKRSP) onrural development in northern Pakistan effectively replaced theweakened government’s development role in that area. However,the ISO later played a key role in developing capacity in thepublic sector through joint activities, training sessions, anddeputation of staff from forestry, fisheries, and wildlife departmentsto work for AKRSP (Zehra 2005:29–30). (See Box 2.5.)ISOs may also influence government attitudes and exchangetechnical knowledge by working as consultants on governmentrunprojects. When working with reasonably supportivegovernments, this can be one of the most efficient ways to buildcapacity within the government bureaucracy itself. AKRSP wasable to achieve notable changes in government policy andpractice through its direct collaboration with the government ofPakistan on development projects.Other forms of direct partnership with government can beuseful as well. In Namibia, the Ministry of Environment andTourism (MET) became one of 12 partner organizations thataffiliated as the Namibian Association of CBNRM SupportOrganizations (NACSO), which has acted as an ISO for Namibianconservancies. By joining as a partner of NACSO, the METhas been able to effectively “mainstream” into the governmentbureaucracy the progressive approach to wildlife governancethat NACSO represents.However, while partnerships between government and ISOsoffer many potential benefits, they are always a delicate matter.The origins and terms of the partnership—which party initiatedit, who controls funding, and relative levels of competence onboth sides—can influence the balance of independence and influencethat an ISO is able to maintain. Furthermore, support forcollaborative efforts can wane with changes in governmentleadership, jeopardizing the common ground between the stateand an ISO. A larger limitation of collaboration as a model forbuilding capacity is that it rarely influences the underlying incentivestructures and organizational attitudes of governmentagencies. As a result, it may only result in incremental change(Howell and Pearce 2000:75).The scaling up of CBNRM projects ultimately requiresnavigating existing policy and enforcement practices—an impossiblegoal to achieve without engaging government in a constructivemanner. Attempting to influence or collaborate withgovernment actors is important in large part because bypassingthese institutions is not a viable strategy for the longer term.ISOs: Building Linkages and NetworksA core strength of intermediary support organizations is theirability to build ties between the diverse actors in development.ISOs are well equipped to facilitate partnerships betweencommunity-based organizations and government, between localentrepreneurs and outside sources of support, and among themany NGOs and government actors working—sometimes atcross purposes—in a given area (Edwards and Hulme 1992:84;Brown 1991:812).This “bridging” or networking function lies at the heart ofefforts to sustain and scale up successes in CBNRM and naturebasedenterprise. When the ISO bridging function is effective, itsupports cumulative learning and builds a web of relationshipsthat persist long after the ISO has exited the scene (Carroll1992:104). ISOs that are able to build such self-sustainingnetworks of capable organizations can then gradually withdrawtheir direct support and focus on replicating their effortselsewhere. By supporting the growth of other implementingNGOs and improving pathways for communication and learningat the grassroots level, an ISO can also scale out its impact throughmultiple avenues at once.Furthermore, a key strength of ISOs is their ability totranscend the limits of localized action, fostering strategicplanning across multiple scales and sectors and influencing policyat higher levels. These capacities reflect a combination of horizontaland vertical linkage-building (Bebbington and Carroll2000:xiii; Bruneau 2005:27).Horizontal NetworkingHorizontal linkages—those between local organizations—enhance the capacity of grassroots organizations for collectiveaction and increase the sustainability and scalability of localdevelopment efforts (Brown 1991:810–811). Catalyzing thegrowth of new relationships and institutional arrangements canbe an area of strength for many intermediary support organizations.ISOs often focus on strengthening connections betweenlocal groups as part of building social capacity. In other cases,ISOs themselves emerge as the result of groups federating inresponse to the limitations of local organizations. In both casesISOs are in a position to be particularly successful networkers.Their efforts can range from creating informal forums for informationexchange or more-formal conferences and committees oflocal representatives to actively supporting the efforts of grassrootsorganizations to form official networks or federations ontheir own. Even in places where there is a strong history of grassrootsorganizing, ISOs can play a networking role by improving
B U I L D I N G O W N E R S H I P, C A P A C I T Y , A N D C O N N E C T I O NCAPACITYsynergies between complementary efforts, allowing for crossfertilizationof ideas and institutional learning and improvinggroups’ access to new services and sources of information.The People’s Rural Education Movement (PREM), an ISObased in the Indian state of Orissa, is a good example of an ISOthat is adept at the networking function. PREM, whose developmentwork stresses education, health, and sustainable livelihoods,has been very active in the establishment of formal networks atthe regional and national levels. It heads a large supernetwork of172 independent community-based organizations, from which ithas helped several more specialized networks to emerge. Theseinclude Utkal Mahila Sanchaya Bikas, a federation of women’sself-help groups; the National Advocacy Council for Developmentof Indigenous People, which represents indigenouscommunities in 18 states; and the East Coast Fisher PeopleForum, which organizes and advocates for poor fishing communities.PREM mentors and provides managerial support for theseorganizations (PREM 2007).In addition to their obvious importance for scaling up,horizontal linkages can also strengthen existing local initiativesby improving feedback and expanding opportunities. Forexample, externally funded development projects often sufferfrom a lack of relevant feedback from the outside. Papa Andina,a regional organization affiliated with the International PotatoCenter that promotes research and development activitiesamong farmers in the Andes region of South America, noticedthis phenomenon among local development projects within itsnetwork. External evaluations rarely produced clear recommendationsor significant follow-up and often suffered from thecreation of an expert/inexpert dynamic that hindered real capacity-building.In response, Papa Andina began bringing peers froma range of research and development projects in the regiontogether for three-day workshops to evaluate methodologies,conduct site visits, and exchange ideas. These “horizontal evaluations”produced recommendations that were “actionable” andstrengthened the confidence and sense of community amongparticipating organizations (Thiele et al. 2006:1).The concept of horizontal evaluations can also be appliedmore informally to good effect. WOTR organizes annual “peerreview” processes among villages participating in watershedrestoration. Representatives from village watershed committeesvisit and evaluate progress in other villages, creating opportunitiesto learn from successes and recommend areas for improvement.WOTR has noticed that these reviews spark an element ofcompetitive pride among watershed committees, none of whichwant to look bad in front of their peers (Das Gupta et al. 2005:27).WOTR also integrates peer reviews into a wider communicationstrategy by awarding prizes to top performers and involvinggovernment officials and neighboring villages in recognizingsuccess stories.Hence, horizontal evaluations fill several important roles:they help spread the word of successful approaches (evaluators can87
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Roots ofResilie
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BOX 1.2 WHAT IS SCALING UP?10In gen
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S C A L I N G U P E C O S Y S T E M
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PERCENTAGE OF POPULATION LIVING UND
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Investing in the social capital of
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UPDATE: SCALING UP NAMIBIA’SCOMMU
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UPDATE: NAMIBIAincluding a limited
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UPDATE: NAMIBIAGROWTH IN COMMUNAL C
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Page 62 and 63: OWNERSHIPW O R L D R E S O U R C E
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Page 123 and 124: ROUTESTORESILIENCEIN THIS REPORT WE
Page 125 and 126: F I S H E R I E S F O R T H E F U T
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Page 141 and 142: G R E E NL I V E L I H O O D SThe C
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Chemonics and IRG 2000:A-V-2). Hist
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G R E E NL I V E L I H O O D SLEARN
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G R E E NL I V E L I H O O D SAcros
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T U R N I N G B A C K T H E D E S E
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Demi-lunesAdding Value: Reclaiming
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Storing milletNationally, figures f
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DRIVINGTHESCALINGPROCESSC H A P T E
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D R I V I N G T H E S C A L I N G P
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The Lessons of PESThere are importa
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MENT TO LOCAL HANDSare allowed to c
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Revitalizing Rural Representationin
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FIGURE 3 COST OF REMITTANCES TO MEX
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RECOMMENDATIONS:ADVANCINGENTERPRISE
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R E C O M M E N D A T I O N S : A D
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PROJECTED CHANGES IN AGRICULTURE IN
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2. Provide Financial Support for Ne
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IIP A R T1Population and Human Well
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abroad. In order to capture a count
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Adult Literacy Rate: The availabili
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Nations Children’s Fund (UNICEF)
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DATA RELIABILITY AND CAUTIONARY NOT
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The Corruption Perceptions Index (C
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A C K N O W L E D G E M E N T SWorl
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and Environmental Management; Austr
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R E F E R E N C E Shttp://www.water
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R E F E R E N C E S■■■■■
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R E F E R E N C E S■ Subedi, B.,
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R E F E R E N C E S■■CARE Inter
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R E F E R E N C E SChapter 3Banglad
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R E F E R E N C E SIn Mission (SIM)
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R E F E R E N C E S■■■■■
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Box 4.2■■■Larson, A., and J.
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IndexItalic page numbers refer to f
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I N D E Xcross-cutting lessons from
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I N D E XDemandconservancies as dem
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I N D E XGThe Gambiacommunity fores
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I N D E XInterAmerican Development
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I N D E XMaya Biosphere Carbon Proj
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I N D E XOrganizational scaling up,
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I N D E XScaling up, 3-45, 189-201c
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I N D E XUnited Nations Development
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UNITED NATIONS DEVELOPMENT PROGRAMM
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WORLDRESOURCES200WORLDRESOURCES2008
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