ABSTRACT
This chapter explores the challenge of broadening ownership in the design and implementation of comprehensive development strategies. It draws lessons from the experience with participatory poverty assessments government should take ownership early, nongovernmental organizations and government should forge partnerships, and poverty assessments should inform actions by all levels of governments. The chapter examines the challenge of scaling up participation and draws lessons for governments against procedural inflexibility and rushing to scale and for promoting champions, alliances, continuity, and attitudinal change. It describes donors make the management framework flexible, improve collaboration to avoid consultation fatigue, build the capacity of weaker stakeholders, and create organizational cultures that support participation. The chapter argues for policies and initiatives that create enabling environments for participation. It deals with none of these lessons offers an instant solution and that all entail long-term commitment and much learning.
