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  • El Instituto de la Defensa Pública Penal es una institución autónoma del sistema de justicia de Guatemala. Su estructura organizativa funcional está orientada y va dirigida a la población de escasos recursos económicos, que buscan tener acceso a la justicia y que se vele por el respeto al debido proceso. Asimismo se da atención a mujeres, niñas y adolescentes víctima de violencia en todas sus formas, cumpliendo nuestra misión, mediante asesoría y asistencia jurídica gratuita.
    South-South Opportunity 2010
  • El Proyecto GPdNH es una contribución al fortalecimiento de las capacidades del gobierno haitiano para cuantificar, analizar y tomar decisiones sobre la inversión social destinada a la niñez en Haití. Específicamente, el proyecto pretende estimar los recursos públicos invertidos para el desarrollo de los niños, niñas y adolescentes de dicho país, a partir de la metodología desarrollada por la DAGPyPS y UNICEF en la Argentina.
    South-South Opportunity 2010
  • The RCB Project is a 5 year donor funded development intervention which has its genesis in South- South collaboration and is based participatory approaches and innovative methodologies. The project is funded to an amount of USD 10.5m by the CIDA. Palama established effective partnerships based on mutual respect and cooperation with 3 partner Management Development Institutes (MDIs) and the donor, CIDA. This is a South South multi-country project involving the donor through trilateral...
    South-South Opportunity 2010
  • This Capacity Development Brief summarizes the results of a multidonor team review of four examples of post-crisis capacity development interventions in the Solomon Islands in 2005–08 whose performance was frequently cited as successful by local stakeholders. Although not based on post-project evaluations, the review found a number of patterns and potential lessons: (1) responding to immediate needs fosters national ownership, (2) “quick wins” can lay the basis for wider...
    WBI Capacity Development Briefs 2009
  • A small NGO, Mazdoor Kisan Shakti Sangathan (MKSS), led an initiative to challenge local government functionaries on disbursements of drought relief funds, and ended up carrying out one of the most energetic civil society campaigns in recent Indian history. It began with researchers sifting for information on projected disbursements as they appeared in government records. These were then corroborated by asking labourers and villagers how much they had actually received, or whether construction...
    UNDP Ownership Leadership and Transformation 2003
  • The preparation of PRSPs offers interesting experiences in civic engagement in policy-making. While participatory policy formulation is highly desirable, its design has proven hard to fashion and continues to be dogged by flaws related to quality and depth, conditionality and ownership of the change process. The preparation of Ethiopia’s recent PRSP demonstrated all of these issues. While it built on lessons learned from earlier papers to attempt more genuine participation, large capacity...
    UNDP Ownership Leadership and Transformation 2003
  • After a protracted civil war ended in 2003, Liberia’s government began the costly and complex task of rebuilding. During the early years, philanthropies and foundations stepped forward to help but often worked on isolated projects that had little to do with Liberia’s broader needs. In addition, some donors duplicated the efforts of others or, worse, worked at cross-purposes. At the same time, government capacity was severely strained. Many experienced and skilled civil servants had...
    Princeton Innovations for Successful Societies 2012
  • The regional government improved its internal working and incorporated the UN and other humanitarian community in its own meeting regime for Early Recovery coordination. The system set up three years ago is still functioning; long after the exit of UN coordination staff. It took UNDP over six months of lobbying. After the with drawl of UNOCHA on conclusion of relief phase in mid 2006, the responsibility of coordination fell on the government, with UNDP providing necessary assistance. The ad hoc...
    UNDP Capacity is Development knowledge fair 2010
  • The results are already apparent, as teachers and students are engaging in a wide range of educational activities that integrate technology, curriculum-based collaborative projects. they collaborating to share their experiences and enhance their technical and pedagogical skills, which have empowered them to use creativity in their daily lessons. The Ministry of Education (MoE) has realized the importance of focusing on the human capital development factors in line with the future knowledge-...
    UNDP Capacity is Development knowledge fair 2010
  • The Organizational Self-Assessment and Transformation Program represents a fundamental departure from top-down, expatriate-driven capacity building. Empowering Iraqi Government officials with the tools and knowledge to improve their skills, pursue excellence, and transform their organizations from within, it has achieved unprecedented success and expanded five-fold since inception. The Iraqi Minister of Oil has seen immense challenges these past years as his Ministry has struggled to reinvent...
    UNDP Capacity is Development knowledge fair 2010
  • The Cserehat Programme has helped to develop capacities of disadvantaged Roma communities living on the border between Hungary and Slovakia to take an active role in local development. It also helped to develop the capacities of local and national authorities to address complex development challenges related to social exclusion. The Cserehat Area Based Development Programme was launched by the Ministry of Social Affairs and Labor in Hungary together with UNDP in 2005, and has a programme budget...
    UNDP Capacity is Development knowledge fair 2010
  • The project helped to develop the nationwide Government of Georgia Network (GGN), which offers a reliable e-network to connect remote agencies. GGN provides a swift and effective exchange of information between citizens and government organizations. “E-governance” was an exotic notion to most Georgians in 2006, when the Office of the State Minister on Reforms Coordination launched the nationwide Government of Georgia Network (GGN) initiative. The GGN offers a reliable network to...
    UNDP Capacity is Development knowledge fair 2010
  • 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
  • A world heritage site is a global public good. Its conservation, accessibility and the blending of these with local realities can test planning, execution, institutional coordination and commitment. Complex and multiple capacities are called for. In Cambodia, Angkor Wat is especially challenging not only because it is the world’s largest temple complex, but also because the site is in a country that has recently emerged from war and has 22,000 inhabitants. While an international umbrella...
    UNDP Ownership Leadership and Transformation 2003
  • Landmines affect over 1.3 million people in Sudan. For this reason, UNDP has been on the ground building the capacity of demining authorities since 2004. Its work not only focuses on activities in the minefield, it also covers legislation, policy, strategy, and human resource development. In places contaminated by landmines, simple tasks like fetching water can be deadly. Sudan is one of those places. Though the true extent of the problem remains unknown, it is estimated that up to 19 of the...
    UNDP Capacity is Development knowledge fair 2010
  • The CSNP is a learning initiative amongst 13 African church partners of PYM Aid Norway. Highly participatory annual meetings, complemented by visits between partners, have enabled considerable learning to take place and more importantly be applied in practice. This has had catalytic knock-on effects on networking outside CSNP. This case study shows the value of strong local ownership and facilitation in South-South learning.
    South-South Opportunity 2010
  • Nitish Kumar was elected chief minister of Bihar, India’s poorest state, in December 2005, when the state’s government was weighed down by two decades of institutional decline, widespread lawlessness and a society deeply divided by caste and religion. Improving law and order was a major priority of his new government. The main challenges were rampant criminal activity that curtailed social and economic life, a short-staffed and under-motivated police force, widespread...
    Princeton Innovations for Successful Societies 2009
  • Ukraine faces one of the world’s fastest growing HIV/AIDS epidemics. Glimpsing the potential enormity of the impact on present and future generations, it has turned to UNDP’s Leadership for Results Programme, used around the world to shift perspectives and develop the capacity to take action. The strategy is simple yet effective: bring together key change agents and influential community members; offer them the opportunity to respond to the epidemic in a deeper and more systematic...
    Other collections 2003
  • After about five years of learning by doing, mobilizing internal political coalitions, reforming and streamlining government structures, accumulating and nurturing a critical mass of technocrats in key civil service positions, the government of Uganda gradually institutionalized policy management in general and capacity building in particular. This report presents lessons of experience and best practices distilled from this latter period.
    Other collections 2003
  • Relations between Tanzania and the donor community deteriorated during the early 1990s. A high-level group of experts, appointed to investigate the problems, proposed ways to put the relationship back on track. Seven years later, a radical change of rules has brought the two sides back together. An independent monitoring mechanism now helps to hold the partners to account, recommending regular improvements based on impartial and transparent assessments. The group’s findings are widely...
    Other collections 2003
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