The Tibet Poverty Alleviation Fund (TPAF) has been working in the Tibet Autonomous Region of the People's Republic of China since 1998 to increase the income and assets of rural Tibetans. From the beginning, TPAF recognised that high morbidity and mortality were a constraint on efforts of rural Tibetans to improve livelihoods. Early interventions to train township doctors and midwives were not sustainable. In 2005, in partnership with local health authorities, TPAF launched a Behaviour Change Communication (BCC) strategy to build villagers' capacity to improve health and hygiene practices and to make informed choices about using government-run primary and preventive health services. Results from counties and townships in three Prefectures are preliminary, but they show significant changes in health knowledge and practice, and growing links between village needs and government services. Next steps include strengthening implementation and institutionalising government support to extend and support the approach.

This article challenges the terms on which donor agencies evaluate development success, drawing on a particular case to make its point. It describes the resettlement of 60,000 people squatting along the railway tracks in Mumbai, a process planned and carried out by a federation of the railway dwellers themselves, with support from the NGO SPARC (the Society for the Promotion of Area Resource Centres). The article argues that this effort, which met donor criteria for a successful project, was the tip of an iceberg. Without an appreciation of the years of learning and innovation that preceded it, and the underpinning of principles and relationships built up over many years, this achievement cannot be adequately assessed or understood – and certainly not replicated. Yet in the world of formal assessment and evaluation, there tends to be a lack of interest in the deeper learning about social change that makes such success stories possible.

Community-Based Rehabilitation (CBR) has been adopted in many countries to help disabled people. This article analyses the interplay between CBR and the self-alienation of physically disabled women from their communities. In-depth interviews with 40 women with physical disabilities in northern Thailand found that CBR was barely capable of enabling women with physical disabilities to realise their sense of self within their community, because in itself CBR was unable to change the community's false impression of disability. Despite participating in CBR programmes, the self-alienation of physically disabled women from their community remained; the authors argue that this was due to the heavy reliance of CBR on medical practice, ignoring gender as a major contributing factor. In addition, CBR field workers obviously failed to grasp the magnitude of social models in disability rehabilitation.

Good governance is essential for sustaining economic transformation in developing countries. However, many developing countries currently lack the capacity, as opposed to the will, to achieve and then sustain a climate of good governance. This article addresses, from a practitioner's field perspective, the fundamental objectives, principles, and key areas that need to be addressed for developing capacity for good governance. These frameworks are now beginning to be recognised, as both governments and donor institutions attempt to take advantage of the current demand and opportunities for addressing governance deficits. In pursuing capacity development for good governance, developing countries must ensure that such initiatives are comprehensively designed to be simultaneously related to change and transformation at the individual, institutional, and societal levels and to be owned and controlled locally.

Mobile phones have already been used widely around the world for activism, social and economic development, and new cultural and communicative forms. Despite this widespread use of mobile phones, they remain a relatively un-theorised and un-discussed phenomenon in community and citizen's media. This paper considers how mobile phones have been taken up by citizens to create new forms of expression and power. The specific focus is the use of mobile phones in community development, with examples including the Grameenphone, agriculture and markets, the Filipino diasporic community, HIV/AIDS healthcare, and mobile phones in activism and as media. It is argued that mobile phones form a contact zone between traditional concepts of community and citizen media, on the one hand, and emerging movements in citizenship, democracy, governance, and development, on the other hand.

The development of a cadastral system for the Republic of Guatemala was one of the priorities of the 1997 Peace Accord which ended 30 years of civil war. In response to uncertainty about land ownership and land titles, the development of a national cadastre, the equitable distribution of land, and transparent records of land tenancy are viewed as key to maintaining peace in Guatemala. This article addresses the most significant barriers to developing a National Land Information System to support cadastral reform. Interviews with government agencies indicate that, although technical improvements can be readily implemented, social problems and governance factors seriously hinder the completion of the cadastral process. These findings are discussed in the light of international aid and development policy.

This paper seeks to understand the restrictions media actors face in their day-to-day work in Acholiland, northern Uganda, and identify the strategies they adopt to maintain a space for dialogue and debate. Two case studies reveal that it is difficult to see how media actors in this conflict environment can play a significant role in holding the ruling government to account and promoting peace building when they are facing repressive media laws, intimidation, a lack of information, and weak managerial support. This paper calls for policies to support the daily struggles of media actors, such as the adoption of the African Peer Review Mechanism – an instrument used for self-monitoring by participant countries of New Partnership for Africa's Development. Thus, the investigation turns away from questions of censorship to investigating what can be done to support the daily struggles of media actors who are constantly negotiating their way through a labyrinth of restrictions.

Huge amounts are being invested in information and communication technologies (ICTs) such as mobile phones and their telecommunications infrastructure. Development agencies adopt a conventional view on the ‘climate’ needed to encourage such investment, believing particularly that good governance and security are required. We question this conventional view with a study of mobile telecommunications in three insecure states that score very badly in the Worldwide Governance Indicators. Data are limited, but they suggest that insecurity and ‘bad governance’ may not be the barriers to investment that are normally supposed. Indeed, it is possible – at least for this type of digital technology – that they may encourage investment.

The article offers a reflective analysis of various problems encountered and lessons learned in implementing a programme to improve the livelihood security of the urban poor in secondary cities of Bangladesh. The study is based on the author's involvement as an external action-research partner, and a review of relevant secondary literature. A number of key lessons emerge for the success of project operations. These are the need for (1) a clear understanding of the links between project activities and project objectives by all staff; (2) capacity building for all staff tailored to their needs; (3) clear targeting criteria and programme coverage; (4) a full complement of operational guidelines, work plans, and monitoring and evaluation design before implementation; (5) ensuring ‘partnership of organisations’ not ‘partnership of activities’; (6) ensuring the real involvement of beneficiaries in all aspects of the project; (7) staff empowerment and a flexible approach to operations; (8) routine reflections on project progress; and finally (9) being ready to take bold steps and make necessary strategic changes, even if doing so requires significant deviations from pre-set activities and hypothetical schedules as featured in the project proposals.