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  • Implementing IT projects in developing countries is inherently complicated, and the biggest challenges can be non-technical. These institutional, political, coordination and process challenges can be common across different country contexts. DG’s annual knowledge sharing workshops facilitate the exchange of good practices and lessons learned across the growing network of Aid Management Platform (AMP) users in multiple countries; identify key issues in aid information management; foster partnerships between countries; and encourage regional leadership in aid management.
  • Implementing IT projects in developing countries is inherently complicated, and the biggest challenges can be non-technical. These institutional, political, coordination and process challenges can be common across different country contexts. DG’s annual knowledge sharing workshops facilitate the exchange of good practices and lessons learned across the growing network of Aid Management Platform (AMP) users in multiple countries; identify key issues in aid information management; foster partnerships between countries; and encourage regional leadership in aid management.
  • The 2009 Development Assistance Database (DAD) Community of Practice (CoP) Workshop, which took place from October 5-9 at Synergy’s Global Learning Center in Yerevan, Armenia, brought together 45 government officials from 13 southern countries. The central goal of the DAD CoP Workshop was to facilitate the systematic sharing of South-South knowledge on and experiences in managing country-level aid information management systems (AIMS) so as to strengthen national capacities for aid management and coordination.
  • The 2009 Development Assistance Database (DAD) Community of Practice (CoP) Workshop, which took place from October 5-9 at Synergy’s Global Learning Center in Yerevan, Armenia, brought together 45 government officials from 13 southern countries. The central goal of the DAD CoP Workshop was to facilitate the systematic sharing of South-South knowledge on and experiences in managing country-level aid information management systems (AIMS) so as to strengthen national capacities for aid management and coordination.
  • En Latinoamérica, muchos países necesitan compilar la información sobre los programas de cooperación internacional existentes en su territorio, para la toma de decisiones y planeación de la cooperación por parte de los diferentes actores involucrados. A lo largo de los últimos años, Colombia ha desarrollado Mapas de Cooperación, que son sistemas de información diseñados para la eficiente administración y divulgación de la cooperación internacional. Hasta el momento, Colombia, a través de su agencia Acción Social, ha realizado acuerdos de transferencia tecnológica e intercambio de expertos con...
  • AsCoP-MfDR, created in 2006, was the first regional developing country network on managing for development results (MfDR). ADB is the Secretariat. AsCoP-MfDR gives members access to good practices, tools, training opportunities on MfDR through peer-to-peer learning activities, including specific South-South collaborations. The success of AsCoP-MfDR influenced the creation of the Latin American and Caribbean CoP and the African CoP. The OECD-DAC recently reaffirmed regional CoPs as essential hubs for learning and promoting MfDR-based country systems.
  • The African Community of Practice on MfDR is a bilingual community established in 2007 and made up of over 1,000 members from 37 African countries. Its members aim at building African capacity to manage for development results through sharing experiences, networking, and building strong learning relationships between practitioners in Africa and around the world. Its web-platform is a key component of the community to ask questions, exchange experiences, and to ensure sustained dialogue throughout Africa. Members strive to make their organizations more results oriented, effective and...
  • Between 2007 and April 2011 thirty five governments (62%) across Africa have either passed or are about to pass several pieces of legislation restricting activities and the very existence of Civil Society Organizations. The trend is even more troublesome when considered that in about 20 of the cases, the pieces of legislation are similar in content. What began as a genuine call for mutual accountability and harmonization of development effort between Donors, Governments and CSOs has turned into a wave of legislation and policies targeting Organizations that do not appear to conform to...
  • Between 2007 and April 2011 thirty five governments (62%) across Africa have either passed or are about to pass several pieces of legislation restricting activities and the very existence of Civil Society Organizations. The trend is even more troublesome when considered that in about 20 of the cases, the pieces of legislation are similar in content. What began as a genuine call for mutual accountability and harmonization of development effort between Donors, Governments and CSOs has turned into a wave of legislation and policies targeting Organizations that do not appear to conform to...
  • Eight years after the adoption of the OECD/DAC principles for technical cooperation (TC) in 1994, there is still a widespread perception that TC has changed little, remaining donor-driven and failing to address the priority needs of recipient countries. At its worst, TC is perceived to detract from, and even erode capacity development. In Uganda, a May 2001 government study found that: “(t)echnical cooperation has two significant drawbacks: It is a very expensive input and can sometimes substitute for, rather than complement the development of local capacity. It is almost entirely...
  • Non-governmental organisations (NGOs) are increasingly important actors in the field of development. They are diverse, in terms of their organisational form, structure and culture, and the issues they address. Correspondingly, the capacities that NGOs need in order to deliver on their mandate range across a broad spectrum. When asked, NGOs themselves list an interesting set of capacities that they believe make them sustainable and effective. This paper is a contribution to the wide-ranging study on Capacity, Change and Performance being undertaken by the European Centre for Development...
  • Since 2004, the European Centre for Development Policy Management (ECDPM) has been working on a study on ‘Capacity, Change and Performance’. This study, perhaps the largest empirical study on capacity development in the development sector to date, focuses on how capacity develops endogenously within an organisation or system. Looking at capacity as an endogenous process implies trying to understand the factors that encourage it, how it evolves differently from one context to another, and why efforts to develop capacity are more successful in some situations than in others. The...
  • This paper clarifies key concepts, reviews selected experience, and addresses several of the issues and dilemmas that members of the international community confront in dealing with capacity and capacity development (CD) in fragile states. Assessment frameworks are provided to enable actors to begin to address some of these issues. Additional tables suggest starting points for thinking about CD interventions. The discussion draws on the author's previous and ongoing research, as well as that of the European Centre for Development Policy Management (ECDPM). The essay extends ECDPM's...
  • The global health community is tasked with delivering fast and effective development assistance to resource-poor countries, while also working to build the capacity within those countries to sustain improvements in health, education, human rights and other development indicators. For years, international nongovernmental organizations (INGOs) have wrestled with finding the right balance between more direct implementation of program activities and longer-term goals of building local capacity to take on greater program responsibility. Recently, the question of how to encourage long-term...
  • For over a decade, a growing number of states have been unable to perform the primary functions of governance and provide basic human needs for their people. Known as failed states, these countries typically suffer from violence, economic breakdown, political paralysis, arbitrariness and corruption. Severe deprivation, abject poverty and distrust among citizens and between them and political authorities are commonplace (Chomsky 2006, Rothberg 2002). These conditions are amplified in post‐conflict environments where normal development processes are overwhelmed by the need to bring the country...
  • Table of Contents The Story of an Institution – Series 1, January 2010 1. Lao PDR: National Disaster Management Office2. China: Climate Change System‐Wide Capacity Development Intervention in China3. Rwanda: Institutional Capacities for Managing Development Aid4. Indonesia: Strengthening Capacities for the Good Governance of Aid in Indonesia5. Botswana: “Enterprise Botswana”6. Panama: The Human Development Institute7. Solomon Islands: National Audit Office Capacities8. Timor‐Leste: The Judiciary System in Timor‐Leste9. Sierra Leone: The National Public Procurement Authority...
  • Table of contents 1. Contextual background 2. Similar challenges - different responses and outcomes             2.1 Two approaches to policy-making and strategizing             2.2 Results and long-term implications 3. Relevance and applicability Bibliography and data sources
  • Leadership, trust and legitimacy in Southern Sudan’s transition after 2005 Richard Barltrop DRAFT   Capacity development in post-crisis and transition countries Sub-theme: ‘Leadership capacity for building trust and legitimacy’ 8-10pp paper for the Reform Series of papers, supporting the ‘Capacity is Development’ campaign in 2009, led by the UNDP Capacity Development Group
  • The emerging understanding about the need for new approaches to CD is creating diverse needs for learning and change throughout the development and aid systems.  There is increasing recognition that capacity and its development are areas of knowledge, skills and practice in their own right.  Nevertheless this recognition is often at odds with the norms of established disciplines, which creates challenges for introducing new practices, despite the pressing need for change. As one of a range of responses in the current search for more effective CD practices this study is motivated by...
  • One of the major challenges facing the international development community is creating a capacity development (CD) architecture built on solid evidence. In this CD Brief, the authors argue that, although a significant body of evidence on CD is being produced, the knowledge is poorly captured and managed. As a result, CD practice and policies fail to take full advantage of lessons and experiences that could lead to better results. Addressing these challenges is the basis of the three-year strategy of the Learning Network on Capacity Development (LenCD), a broad partnership of practitioners and...