Skip to Main Content
Book Chapter

Capacity building of developing country public sector institutions in the natural resource sector

By
M. H. Stephenson
M. H. Stephenson
1
British Geological Survey, Keyworth, Nottingham NG12 5GG, UK (e-mail: mhste@bgs.ac.uk)
Search for other works by this author on:
I. E. Penn
I. E. Penn
2
12 Peacock Close, Ruddington NG11 6JF, UK
Search for other works by this author on:
Published:
January 01, 2005

Abstract

The natural resources of developing countries, particularly in a post-conflict situation, are the key to creating wealth, getting people back to work, and to improving security. However, public sector institutions like geological surveys, and government departments such as mines, energy and water ministries often need help in their vision to promote and sustainably develop their natural capital, as well as to protect the lives and livelihoods of people affected by development. Some have few physical resources, and a poorly trained and motivated workforce; others may be housed in buildings that have borne the brunt of prolonged fighting and a long period of neglect. In many developing countries, such institutions have a rather inward-facing colonial-style civil service culture that lacks the ability to liaise and engage with modern multinational investors. Unfortunately, donor organizations that seek to build the capacities of institutions do not build sufficient ‘project ownership’ and fail to incorporate into their plans the culture of the organization, or fail to integrate parts of multidisciplinary projects. Development projects supported are often perceived to reflect donor agendas rather than the needs of the recipient institution. Using experience in a number of developing country and post-conflict contexts, a methodology to plan and integrate capacity building has been developed, to help employees and management, and donor organizations, deal with these difficulties. Through training tuned to business need, institutions will develop appropriate IT and communication skills, while at the same time developing corporate understanding of the private sector, which is needed to interact successfully with it. Stakeholder analysis gauges the organization’s strengths and weaknesses and ensures coordination of aid, which takes account of the local social, political and business context. The methodology will also establish a system allowing regular cyclical business/training review, so that the institutions can adapt to further change.

You do not currently have access to this article.

Figures & Tables

Contents

Geological Society, London, Special Publications

Sustainable Minerals Operations in the Developing World

B. R. Marker
B. R. Marker
Office of the Deputy Prime Minister, UK
Search for other works by this author on:
M. G. Petterson
M. G. Petterson
British Geological Survey, UK
Search for other works by this author on:
F. McEvoy
F. McEvoy
British Geological Survey, UK
Search for other works by this author on:
M. H. Stephenson
M. H. Stephenson
British Geological Survey, UK
Search for other works by this author on:
Geological Society of London
Volume
250
ISBN electronic:
9781862394988
Publication date:
January 01, 2005

GeoRef

References

Related

Citing Books via

Close Modal
This Feature Is Available To Subscribers Only

Sign In or Create an Account

Close Modal
Close Modal