Library

Filter
  • Many country partners and development agencies see themselves in a straitjacket when trying to define and measure the results of their capacity development activities. This difficulty has also been highlighted in many international discussions on capacity development and is raised again in the Perspectives Notes recently prepared for the Cairo Workshop on Capacity Development: from Concepts to Implementation scheduled for March 28-29 2011. This straightjacket arises from the tensions between, on the one hand, approaches to project management that are based on results-based management (RBM)...
  • Council conclusions on an Operational Framework on Aid Effectiveness2974th EXTERNAL RELATIONS Council meetingBrussels, 17 November 2009
  • NEPAD recognizes the centrality of capacity development, with a view to empowering Africans to embark on the set development agenda, and for them to fulfill their creative potential. Much of Africa’s inability to implement programmes with far reaching impact stem from systemic weaknesses at the levels of the state, the region, and the continent, as well as at the institutional and individual level. The inter-relationship amongst these levels of governance has created vicious cycles in which poverty, limited capacity, and bad governance are mutually supportive. The resultant effect of...
  • From 2008 to 2010, LenCD members organised three country-level learning events: Ethiopia transport sector (October 2008) Nepal education sector (September 2009) Vietnam public sector (May 2010) Lessons identified by the facilitator of the events (and from the experience of working on other proposed events that did not take place) included: The value of such an event stands with the degree of genuine demand and the right mix of participants with a clear common focus. This is correct notwithstanding the fact that an event can help build ownership gradually.  Participation and agenda...
  • Drawing on a review of recent studies, literature and relevant examples, this paper seeks to deepen understanding of the importance of stakeholder ownership and its contributing institutional characteristics to achieving development goals. The paper identifies future collaborative research that would shed light on which change strategies are likely to be most effective in strengthening stakeholder ownership in different contexts. Report available from WBI web site.
  • Capacity development and environmental sustainability are both central to UNDP ’s mandate and programming. The purpose of this Practitioner’s Guide is to provide practical guidance to UNDP staff, partner countries and other development partners on the nature of environmental capacity and how to support capacity development for environmental sustainability (CDES). The guide builds on UNDP ’s Practice Note on Capacity Development and Practice Note on Capacity Assessment and incorporates best practices from CDES experience to date. The main text of this guide presents the UNDP...
  • This case highlights ways in which ICT and distance learning can support capacity development. Drawing on the experience of the Global Development Learning Network (GDLN), it demonstrates how new technologies have created opportunities for transforming the sharing and use of knowledge. Training in particular has benefited immensely from the information revolution, which has yielded cost-effective opportunities for linking training providers and their students, and significantly increased the relevance and impact of training for adults. Source: Lopes and Theisohn (2003) Ownership Leadership...
  • Businesses globally have come under close scrutiny for their degree of social and environmental responsibility, an examination that pushes them beyond their conventional obligations to shareholders. Not many have managed the job of returning healthy bottom lines while paying the higher costs that come with fair wages and environmentally sustainable production policies. The few that have continue to face questions about the veracity of their claims. The Body Shop typifies such a case. Its community trade programmes support sustainable development by sourcing ingredients and accessories from...
  • The process of preparing PRSPs has served as an opportunity for enhancing participation and civic engagement in national policy-making processes in many countries. In some cases, they have helped develop other capacities just by dint of their rigour and requirements. The PRSP for the Republic of Yemen is a case in point; preparation called for the government to upgrade its capabilities in a number of areas. In the process, it seeded a new, more inclusive culture of policy-making, and helped donors to fine-tune their coordination, monitoring and reporting. Source: Lopes and Theisohn (2003)...
  • This is one of three country case studies in a larger research project commissioned by AusAID, BMZ and Danida, and implemented by the European Centre for Development Policy Management (ECDPM), Maastricht, the Netherlands. The purpose of the study is to learn more about the nature of future demand for technical assistance (TA), and to recommend how TA personnel can best be mobilised, used and managed to strengthen national capacities. The study’s approach is one of extracting lessons and implications for donors and host governments from relatively successful TA personnel operations, and...
  • Over the last two decades, Venezuela has developed its fledgling oil sector, at first heavily dependent on foreign expertise, into a major global energy player with progressively higher levels of indigenization. This took place through a combination of prudent policy-making and effective corporate management strategies. Capacity development has been most spectacular in the sub-sector of oil-related engineering and construction, which has involved joint ventures and development of technological capabilities. The result is an internationally competitive engineering and construction sector in...
  • 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 way; invest in developing their ability to be compelling and innovative leaders; and expand their...
  • Support to decentralized governance in Uganda began in 1995 with the District Development Project (DDP), which explored ways to empower local governments and communities to identify, deliver and sustain locally determined investment priorities. It also offered practical lessons that could feed into the development of national policy and procedures. The pilot defined, tested and applied participatory planning, allocation and investment management procedures, and developed a system of incentives and sanctions for local governments linking capacity development with improved performance,...
  • St Mary’s Hospital, known locally as the Lacor Hospital, in Gulu district of Northern Uganda, formerly an isolated Catholic missionary hospital, is now fully integrated into the Ugandan health system. The case study describes how the hospital has grown into a centre of excellence, setting an example for the rest of the health system and helping to build health care capacity for the whole country. With 474 beds, Lacor is the second largest medical centre in Uganda. It is an extraordinary example of capacity development, adaptation and performance in a region characterised by an 18-year...
  • 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.
  • Turkey has developed an innovative way for fostering interaction and dialogue among community members and municipal authorities in local decision-making. Across a number of cities, through a combination of locally driven initiatives and national level support, consultative mechanisms have sprung up to engage an array of local actors. In many cases, this has changed the landscape of municipal governance. And while securing the approval of the central government has been crucial, the wider Local Agenda 21 initiative, as well as international events such as the 1996 Habitat II conference,...
  • Turkey has developed an innovative way for fostering interaction and dialogue among community members and municipal authorities in local decision-making. Across a number of cities, through a combination of locally driven initiatives and national level support, consultative mechanisms have sprung up to engage an array of local actors. In many cases, this has changed the landscape of municipal governance. And while securing the approval of the central government has been crucial, the wider Local Agenda 21 initiative, as well as international events such as the 1996 Habitat II conference,...
  • In Tanzania, a twinning programme between a local research institute and a counterpart Norwegian group developed sustainable organizational capacities around the principle of equitable partnership. Following the Norwegian Agency for Development Cooperation’s (NORAD) policy precept of “recipient responsibility”, it was up to Tanzania’s Institute for Development Management (IDM) to strike a suitable arrangement with Norway’s Agder University College. The foundations of a collaboration built on trust and common interest slowly grew as the two institutions got to...
  • 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 accepted and respected, providing a sound guide for the implementation of essential capacity...