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Making Capacity Building Meaningful: A Framework for Strategic Action

Robins, Lisa

Description

This paper aims to give practical meaning to 'capacity building' through (a) identifying a suite of practical measures, such as mentoring or best practice guidelines, that have been shown to or are considered to build human, social, institutional, and economic capital; (b) placing these measures within a broader systems framework; and (c) exploring stakeholder feedback on specific measures to inform framework implementation. The 29 measures described provide actors, whether government or...[Show more]

dc.contributor.authorRobins, Lisa
dc.date.accessioned2015-12-10T22:15:44Z
dc.identifier.issn0364-152X
dc.identifier.urihttp://hdl.handle.net/1885/50830
dc.description.abstractThis paper aims to give practical meaning to 'capacity building' through (a) identifying a suite of practical measures, such as mentoring or best practice guidelines, that have been shown to or are considered to build human, social, institutional, and economic capital; (b) placing these measures within a broader systems framework; and (c) exploring stakeholder feedback on specific measures to inform framework implementation. The 29 measures described provide actors, whether government or nongovernment, with a suite of practical investment choices for building capacity. These measures are then clustered into eight groups according to their primary purpose and placed within a systems framework. The framework provides a tool for actors with responsibilities for or an interest in capacity building to inform more holistic and strategic targeting of effort and investment. Stakeholder feedback gathered through surveys and workshops is subsequently reported to further inform implementation of specific measures within the framework's eight groupings. The framework presented may be built upon through the identification and inclusion of further capacity building measures. The research is conducted within the context of decentralized governance arrangements for natural resource management (NRM), with specific focus on Australia's recently formalized 56 NRM regions and their community-based governing boards as an informative arena of learning. Application of the framework is explored in the Australian setting through the identification and comparison of measures supported and most preferred by four major stakeholder groups, namely board members, regional NRM organization staff, policy/research interests, and Indigenous interests. The research also examines stakeholder perceptions of capacity issues, and whether these issues are likely to be addressed through implementing their preferred measures.
dc.publisherSpringer
dc.sourceEnvironmental Management (New York)
dc.subjectKeywords: Capacity building; Decentralization; Governance; National Action Plan for Salinity and Water Quality (NAP); Natural Heritage Trust; Natural resource management; Buildings; Information management; Management; Resource allocation; Societies and institutions Capacity building; Decentralization; Governance; National Action Plan for Salinity and Water Quality (NAP); Natural Heritage Trust; Natural resource management
dc.titleMaking Capacity Building Meaningful: A Framework for Strategic Action
dc.typeJournal article
local.description.notesImported from ARIES
local.identifier.citationvolume42
dc.date.issued2008
local.identifier.absfor050209 - Natural Resource Management
local.identifier.ariespublicationU4279067xPUB211
local.type.statusPublished Version
local.contributor.affiliationRobins, Lisa, College of Medicine, Biology and Environment, ANU
local.description.embargo2037-12-31
local.bibliographicCitation.startpage833
local.bibliographicCitation.lastpage846
local.identifier.doi10.1007/s00267-008-9158-7
dc.date.updated2015-12-09T08:20:25Z
local.identifier.scopusID2-s2.0-54049137964
local.identifier.thomsonID000259964700008
CollectionsANU Research Publications

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