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  • When Bitange Ndemo became permanent secretary of Kenya’s Ministry of Information and Communications in 2005, he was well aware of the difficulty Kenyans faced when they tried to get information from the government. He knew that easier access to government data on topics ranging from demographics to education could help spur innovation in business and technology and help drive the country’s economic growth. The Official Secrets Act under former President Daniel arap Moi had long...
    Princeton Innovations for Successful Societies 2012
  • Two previous cases on rice in Zambia have chronicled the developments from the modus operandi in the command economy structure of the early independence to early 1990s era. This was based mainly on Government driven cooperative system. Liberalization in the early 1990s ushered the era of private sector led initiatives in the sub-sector and the rest of the economy. The early years to the 2000s were characterized by stagnation and in some cases decline. SNV intervention starting in 2007 created...
    SNV Case story collection 2010
  • The JTC illustrates best practice in institutional development for judicial reform in post-crisis situations. The evidence generated and lessons learned during its establishment have been synthesized into an interactive Handbook illustrating how the CD approach can be applied to institutionalize judicial training systems as a key element of judicial reform. Background: In the 1990s, public institutions in Serbia were in a weak state due to politicization, centralization, economic collapse and...
    UNDP Capacity is Development knowledge fair 2010
  • Esta experiencia es el proceso actual de desarrollo y fortalecimiento de capacidades de los actores locales relacionados con la gestión ambiental en la provincia de Ayabaca, desde el 2008, estamos construyendo participativamente un sistema local para el cuidado, aprovechamiento y uso sostenible del ambiente mediante instrumentos estratégicos concertados. Ayabaca, provincia peruana norandina, posee grandes riquezas naturales y culturales (bosques nativos, amplia biodiversidad, minerales,...
    UNDP Capacity is Development knowledge fair 2010
  • El Gabinete Social de la Presidencia es la instancia coordinadora de las políticas y programas sociales. Operativizar esta tarea requería una estructura mínima y adecuada al desafío. PNUD brindó asistencia técnica para diseñarla y acompañar el proceso de instalación de la misma. El Gabinete Social está constituido institucionalmente por 23 Instituciones estatales, cuyas prioridades corresponden a diversos ejes de la problemática social: salud, vivienda, educación, etc. La situación de...
    UNDP Capacity is Development knowledge fair 2010
  • Se muestra el camino recorrido por la municipalidad de La Paz junto a GTZ para lograr financiamiento para proyectos sociales mediante mecanismos de mercado. La exitosa emisión de bonos municipales fue resultado de un largo proceso, que implicó primeramente superar el desorden y desequilibrio de las finanzas del municipio. Para la mayoría de las 327 municipalidades de Bolivia, el financiamiento del desarrollo depende principalmente de la recaudación de impuestos que está a cargo de la agencia...
    UNDP Capacity is Development knowledge fair 2010
  • Daga Shingdra Tshogpa (DST), formed in late 2005 was going through a crisis. The case describes the attempts in making DST a profitable rural based enterprise - the importance of awareness creation and capacity building of local bodies and the need for inclusion of good governance in a farmers’ group. Dagana district grows an abundance of fruits like oranges, passion fruits, guava, and pears. The Ministry of Agriculture, with support from UNDP has set up an Integrated Food Processing...
    UNDP Capacity is Development knowledge fair 2010
  • Thousands of square kilometers of dry scrubland; poor, sandy soils, with erratic rainfall and little irrigation, is Matabeleland North and Matabeleland South provinces in Western Zimbabwe. Here you can hardly grow crop but only make a living out of rearing livestock such as cattle and goats. This region has over 2 million cattle and 1.8 million goats. These animals are mostly used for milk, draft power and occasionally selling to traders who supply markets in the towns. Goats are however not...
    SNV Case story collection 2009
  • The Government of Southern Sudan’s Ministry of Rural Water Supply and Sanitation aims to improve access to water supply and sanitation services for approximately eight million people living in rural areas. To achieve this, development and implementation of a comprehensive operations and maintenance system for water sources is essential. In order to set up a sound operations and maintenance system, reliable data on the functionality of water points is critical. Unfortunately baseline data...
    SNV Case story collection 2009
  • In 2007, SNV changed its strategy to increase impact through seven core elements. One of these is defining clients as part of an Actor Constellation, and helping to strengthen micro-macro linkages to accelerate impact on poverty and governance. This has resulted in the development of Actor Constellation Maps for each thematic area (tourism, education, health, and so on). Within the context of this shift in our approach, SNV Ghana moved away from single client engagement to multi-stakeholder...
    SNV Case story collection 2007
  • The study sought to examine capacity-building experiences from four post-conflict African countries: Uganda, Rwanda, Mozambique and Sierra Leone. Liberia was dropped because of logistical problems. The main objective of the study was to draw conclusions and present recommendations that would provide a guide to policies, strategies and instruments for post-conflict capacity-building initiatives by the African Capacity Building Foundation (ACBF). In addition, the study aimed at contributing to an...
    Other collections 2003
  • An experience in Guatemala bears lessons for engagement in post-conflict reconstruction. In this case, an assembly of civil society organizations played a key role in starting to rebuild a country devastated by civil war. They were assisted by donors, which devised a coordinated strategy, with one agency acting as facilitator. The careful construction of a process of dialogue, capacity mapping and eventually the commissioning of pilot development projects helped foster an atmosphere of trust...
    UNDP Ownership Leadership and Transformation 2003
  • In 2006, Indonesian economist Sri Mulyani Indrawati took on a huge and knotty problem: bringing order and efficiency to the Indonesian Ministry of Finance, an organization of 64,000 employees. At the time, many Indonesian citizens viewed the ministry as corrupt and unaccountable, exemplifying the failures of the entire government. President Susilo Bambang Yudhoyono had appointed Mulyani because of her reputation as a tough-minded reformer and a savvy manager. Mulyani ascribed the...
    Princeton Innovations for Successful Societies 2012
  • When Momo Rogers became director general of Liberia’s Cabinet Secretariat in June 2009, he thought the office could begin to support President Ellen Johnson Sirleaf and her team of ministers much more effectively than it had done previously. Cabinet offices generally aimed to improve the quality of decision making and coordination at the center of government. That function was especially important in Liberia, where President Sirleaf wanted to advance an ambitious development agenda—...
    Princeton Innovations for Successful Societies 2012
  • The objective of this project was to strengthen the capacities of civil society organisations in Guatemala that work with human rights, health, sexual and reproductive health of women. The intention was to build social networks and knowledge platforms in order to influence public policy, and support the government in the provision of human rights and gender based services. The program employed several capacity development strategies, focusing in the following areas Societal capacities:...
    Other collections 2010
  • One of the main challenges of capacity development practice in the developing world is that of recognition and acknowledgment that capacity development services are often supply driven and rarely based on genuine user demand. Capacity development services tend to be identified, designed and funded by a wide range of suppliers who for the greater part are based in national urban centres, or outside the country, far removed from users of the services. Because services are supply driven, they have...
    SNV Case story collection 2010
  • The paper highlights how open and distance learning (ODL) contributed to the development of human resources for the agricultural sector in (6) Southern Africa Development Community (SADC) countries. This was responding to inadequate agricultural knowledge and technologies required by farmers to reduce poverty, improve food security, and protect natural resources. Between now and the year 2020, the world population is expected to increase from 6.0 to 7.5 billion. Even today, 1.2 billion people...
    UNDP Capacity is Development knowledge fair 2010
  • High results and recognition of UNDP Montenegro as one of the most important role players in the judicial reform field have been shown through a continued donor funding and international reports (e.g. EC Progress Reports 2008, 2009). UNDP has been involved in the reform of judiciary in Montenegro since 2004, when the UNDP relevant unit was established in the Ministry of Justice. The Montenegrin judiciary was then at the very beginning of the legislative reform and there was a need to develop...
    UNDP Capacity is Development knowledge fair 2010
  • In 2009, as part of the CDF’s attempts to improve the capacity development support to central and municipal level, in cooperation with the Ministry of Local Government Administration, we undertook the assessment of municipal capacities to fulfil their mandate, pertinent to own and delegated competencies, as part of decentralisation. Despite the vast financial and human resources invested in Kosovo, progress in developing national capacities and strengthening public institutions has been...
    UNDP Capacity is Development knowledge fair 2010
  • Between 2008-2009, UNDP supported KIA to run a series of one week courses in Peace Building and Conflict Management. The objective was to train administrative officers and to prepare them to subsequently train staff and community members. The resounding result was that 737 officers were trained in 27 sessions. The Story of the Peace Building and Conflict Management Course at the Kenya Institute of Administration (KIA) can be traced back to 2007, when a Kenyan delegation comprising of senior...
    UNDP Capacity is Development knowledge fair 2010
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