DOWNLOAD | The authors describe a model that outlines three possible strategies for building governance capacity: individual, organizational and system-wide; argue that there is a program bias among funders of capacity building activities towards individual strategies; and conclude that organizational and system-wide strategies tend to be costly, risky, longer-term and dependent on political commitments. Also, the roles of funding agencies are more uncertain in these latter approaches. It is clear from the potable water case study that a reliance on individual or even organizational strategies will not suffice to deal adequately with the problems facing First Nations in providing this basic necessity to their citizens. Furthermore, communities in the greatest need of reform for their water systems are often the least likely to be equipped to lead such reforms.
Authors: John Graham and Evlyn Fortier