The RITMARE Starter Kit - Bottom-up Capacity Building for Geospatial Data Providers

The chapter focuses on geospatial data infrastructure. The mass of data needed for public policy planning could come from various sources. The chapter discusses the participatory approaches for the realization of open and interoperable systems and presents the geospatial data infrastructure approach to address this issue: core data sets, standards, institutional and legal arrangements, technology and capacity building. The environment in which the system is designed impacts the technological solution: legal and institutional framework, compliance with standards, availability of human resources, sustainability in terms of financial resources. The chapter examines experiences at the international level to draw best practices for implementing national and thematic GDI.

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Bottom-up model helps organizations to develop “ambidextrous” culture balanced between “exploitation” and “exploration”

Human Resource Management International Digest ◽

10.1108/hrmid-05-2019-0152 ◽

2019 ◽

Vol 28 (1) ◽

pp. 41-42

Keyword(s):

Capacity Building ◽

Design Methodology ◽

Feedback Loop ◽

Management Team ◽

Bottom Up ◽

Content Type ◽

Model Based ◽

Innovation Capacity ◽

Organic Process ◽

Self Learning

Purpose A Danish researcher reviewed the literature on ambidexterity in order to develop an “innovation capacity building” framework. Design/methodology/approach The researcher proposed a bottoms-up model based around a feedback loop between the management team and employees. Findings The theory is that the process enables employees to move to a more ambidextrous culture through an organic process of self-learning. Originality/value The author said there was a lack of analysis in the existing literature about the process of creating an ambidextrous culture.

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Improving the success of “bottom-up” development work by acknowledging the dynamics among stakeholders: a case study from an Engineers Without Borders water supply project in Tenganan, Indonesia

Water Science & Technology ◽

10.2166/wst.2009.862 ◽

2009 ◽

Vol 59 (2) ◽

pp. 279-287 ◽

Cited By ~ 3

Author(s):

J. Bowen ◽

G. Acciaioli

Keyword(s):

Collective Action ◽

Water Supply ◽

Capacity Building ◽

Action Theory ◽

Development Work ◽

Development Projects ◽

Bottom Up ◽

Building Project ◽

Engineers Without Borders

This paper presents a model of development action synthesising the development arena framework with collective action theory. It shows how application of this model in the Engineers Without Borders Australia (EWB) water supply improvement and capacity building project in Tenganan, Indonesia has helped to maximise the extent to which the project practice can reflect the project rhetoric as “bottom-up” or community-inspired. The model posits a broad range of stakeholders actively engaged in development action: each stakeholder is different, with its own interests, missions, procedures, and ways of deploying power in development action. Recognising the multiplicity of subjects of development is especially crucial for improving bottom-up practice. Connections and interactions among stakeholders are inherently problematic, and must be negotiated to accomplish development work, as tensions in the dynamic among stakeholders may operate to restrict the success of these “bottom-up” development projects.

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Constructing the capable state: Contested discourses and practices in EU capacity building

Cooperation and Conflict ◽

10.1177/0010836719860885 ◽

2019 ◽

Vol 55 (1) ◽

pp. 3-21 ◽

Cited By ~ 2

Author(s):

Timothy Edmunds ◽

Ana E Juncos

Keyword(s):

European Union ◽

Capacity Building ◽

International Community ◽

Status Quo ◽

Bottom Up ◽

Policy Documents ◽

Post Conflict ◽

Governance Practices ◽

Local Actors ◽

The Way

Capacity building has risen to prominence in the vocabulary of the international community as a way to promote security and development in fragile and post-conflict environments. Capacity building seeks to promote a bottom-up approach drawing on and strengthening existing local capacities. This article argues that capacity building can be understood as part of a broader governmentality that seeks to determine from the outside what constitutes a ‘capable’ subject. However, the effects of these governance practices are not straightforward as they are constantly shaped by the way local actors on the ground engage with these. Drawing on both policy documents and interviews conducted in Bosnia, Kosovo and Somalia, the article examines European Union capacity building initiatives in these post-conflict environments. By examining the rationality and problematisations behind this discourse, the article unveils how such assumptions (in particular, regarding the lack of institutions, power and knowledge) result in interactions and contestation between the local and the international in practice, which lead to new outcomes that neither straightforwardly reflect the existing status quo nor represent a linear imposition of power by external capacity builders.

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Rural Municipal Development and Reform in Canada: Policy Learning through Local - Provincial Collaboration

Commonwealth Journal of Local Governance ◽

10.5130/cjlg.v0i10.2687 ◽

2012 ◽

pp. 32-50 ◽

Cited By ~ 2

Author(s):

John Martin ◽

Gary Paget ◽

Brian Walisser

Keyword(s):

Local Government ◽

Capacity Building ◽

Local Governments ◽

Policy Learning ◽

Bottom Up ◽

Provincial Level ◽

Exclusive Jurisdiction ◽

Practice Recommendations ◽

Rural Governance ◽

Municipal Development

In a federated country like Canada, diversity challenges universal policy prescriptions for local governments. The success of its provincial governments, which have exclusive jurisdiction for systems of local government, depends on balancing the need to act comprehensively and systematically while dealing thoughtfully with the unique situation of individual local governments. Canada’s provinces are shifting their approach to strengthening rural governance – shifting away from more directive interventions and now seeking to facilitate capacity-building in a manner that is less state-centred, more bottom-up, and better adapted to variable local circumstances. A dialogue was organised to focus on this shift in provincial practice. It brought together more than 50 savvy and influential policy practitioners representing all provinces and most local government associations at the provincial level. Practice recommendations emerged for provinces, local government associations, and local governments focusing on concrete actions and tools but also on the potential for redefining the roles played by, and relations between, the associations and provincial governments.

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Weaving Transnational Activist Networks: Balancing International and Bottom-up Capacity-building Strategies for Nonviolent Action in Latin America

Middle Atlantic Review of Latin American Studies ◽

10.23870/marlas.179 ◽

2018 ◽

Vol 2 (1) ◽

pp. 130 ◽

Cited By ~ 3

Author(s):

Jeffrey D. Pugh

Keyword(s):

Latin America ◽

Capacity Building ◽

Bottom Up ◽

Nonviolent Action

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The development and management of SMMEs by NEPAD

Acta Commercii ◽

10.4102/ac.v6i1.84 ◽

2006 ◽

Vol 6 (1) ◽

Author(s):

R. Mears ◽

D. J. Theron

Keyword(s):

Capacity Building ◽

Rural Areas ◽

Functional Model ◽

Local Market ◽

African Countries ◽

Lower Growth ◽

Bottom Up ◽

Effect Change ◽

Training Support ◽

Grass Roots

Purpose/objectives: The aim of this article is to demonstrate how NEPAD assists with the support and development of SMMEs in Africa. SMMEs can prove to be a major source of economic growth for African countries, but require much policy guidance as well as supporting resources. Problem investigated: The concern about the NEPAD strategy is not its vision, but the uncertainty of its implementation and the lack of involvement or capacity of most of the role-players. The problem of capacity building in SMMEs is addressed in this article. Design/Methodology/Approach: Drawing on research on NEPAD, SMMEs and related fields, the paper is mainly a literature review. It critically analyses the important role of NEPAD in the development of SMMEs in Africa. By drawing together the evidence on SMMEs, it generates a functional model for the strategic implementation of a plan to effect change through linkages or partnerships. Findings/Implications: Most SMMEs in Africa are found in informal rural areas, which tend to be smaller, have lower growth rates and have a limited local market and skills base. Any initiative for implementing SMME strategies in Africa needs to be a bottom-up approach form a "grass roots" level. This paper presents a functional "grass roots" approach to capacity building through change agents. Originality/Value: This article challenges the NEPAD strategy, which is a top-down approach. A microeconomic "grass roots" bottom-up approach to small and micro-enterprises is needed as well as financing to implement the model. Conclusion: It is concluded that the prospects for effective implementation are dependent upon the appropriateness, feasibility and desirability of strategies. In this regard, a "grass roots" approach for capacity building in terms of training, support services and knowledge management is suggested.

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