Building Post-Crisis Capacity in the Solomon Islands
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World Bank, Washington, DC
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This capacity development brief
summarizes the results of a multi-donor team review of four
examples of post-crisis capacity development interventions
in the Solomon Islands in 2005-08 whose performance was
frequently cited as successful by local stakeholders.
Although not based on post-project evaluations, the review
found a number of patterns and potential lessons: (1)
responding to immediate needs fosters national ownership;
(2) 'quick wins' can lay the basis for wider
system impact; (3) being clear on 'capacity for
what' is key to project success, (4) critical mass in
capacity means taking a team approach; (5) training must be
grounded in time-relevant and actively operational tasks;
(6) a coaching and partnering style is essential and,
certainly, not optional; and (7) leadership becomes
catalytic in capacity development when a broader coalition
is engaged, and in some cases supports a 'heroic
individual' as its leader.
Palabras clave
ACCOUNTABILITY, ADAPTATION, ATTENTION, AUDITOR, CIVIL SERVANTS, COMPETENCE, COMPETENCIES, CONFIDENCE, DEVELOPMENT PROJECTS, EQUIPMENT, FARMERS, GOVERNMENT HOUSING, HABITS, HOUSING MANAGEMENT, INTEGRATION, INTEGRITY, INTERNATIONAL DEVELOPMENT, INTERNATIONAL STANDARDS, INTERVENTION, INTERVENTIONS, LEADERSHIP, LEARNING, LIVELIHOODS, MARKETING, MEDIA, MEMBERS OF PARLIAMENT, NATIONAL PARLIAMENT, OFFICEHOLDER, PARLIAMENTARY PROCESSES, PRIVATE SECTOR, PUBLIC SERVANTS, PUBLIC SERVICE, RECOGNITION, SKILLS TRAINING, STANDING ORDERS, TRANSPARENCY, VIOLENCE