AN ASSESSMENT OF WOREDA CAPACITY: THE CASE OF ...
AN ASSESSMENT OF WOREDA CAPACITY: THE CASE OF ...
AN ASSESSMENT OF WOREDA CAPACITY: THE CASE OF ...
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ewards for performance and of sanctions for non-performance are factors that deteriorates<br />
capacity building efforts (OECD, 2006; Farrell, 2007; World Bank, 2005; UNDP, 1997).<br />
2.2.2.5 Availability and Management of Resources<br />
A society‘s capacity to meet the needs of its members depends on the resources available to it,<br />
and largely on to how best those resources are utilized. Developing capacity with inadequate<br />
financial resources and physical infrastructure results in trained people and organizations without<br />
the budget and facilities to do their job. Available and coordinated resources for managing<br />
change, developing capacities, capital investment and recurrent costs are critical (UNDP, 1997).<br />
The resources available to the society are wide ranging and more or less tangible in nature.<br />
Accordingly, there are two types of resources that serve as an input to capacity development or<br />
capacity building.<br />
Tangible resources are mostly found at the bottom of organizational hierarchy, they are<br />
measurable, quantifiable, and visible and they can easily be grasped and worked with that<br />
comprises of material and financial resources, skills, organizational structures and systems,<br />
physical assets such as infrastructure, plant and machinery and natural resources. These may also<br />
include resources that can be described in structural terms or as tangible forms of information<br />
and analysis. Examples of this are organizational structures and systems, legal frameworks and<br />
policies, books, reports and the like (Lavergne and Saxby, 2001; Kaplan, 2000).<br />
Besides, there are wide ranges of less tangible but not less important dimensions of capacity that<br />
belongs to the top of organizational hierarchy and is invisible. They are observable only through<br />
the effects they have to the organizations and to the practitioners. They are ephemeral, transitory,<br />
not easily assessed or weighed. They constitutes skills, experience and creativity; social cohesion<br />
and social capital; values and motivations; habits and traditions; institutional culture and etc.<br />
These intangible dimensions of capacity are crucial as they determine how well the society uses<br />
the other resources at its disposal (Lavergne and Saxby, 2001; Kaplan, 2000).Hence, capacity<br />
development needs to embed both types of resources as they are equally important in developing<br />
capacity.<br />
Therefore, building effective local governance places a high emphasis on the prevailing<br />
environment, local ownership with political leadership and the prevailing political and<br />
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