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Based on the African Union/New Partnership for Africa's Development (AU/NEPAD) principles of African leadership, ownership, resourcefulness and innovation, the Capacity Development Strategic Framework (CDSF) is the first continent-wide strategy and integrated capacity development tool created by and for African countries, sub-regions and institutions. Overall, the CDSF seeks to galvanize effective implementation of the continent's development priorities, including attaining the UN's Millennium Development Goals (MDGs) and the AU/NEPAD agenda.
Part of a series of UNICEF and UNDP papers and activities that attempt to clarify the term capacity development (CD) and ways to plan, monitor and evaluate its interventions (Alley & Negretto, 1999). In this review of CD literature, the authors explore some of the conceptual and practical issues associated with CD and summarize implications for planning, monitoring and evaluating results.
This book presents a vision that builds on new possibilities for knowledge-sharing. A team of eminent development professionals and economists examine the achievements of technical cooperation and offer recommendations for reform in the context of globalization, democratization, the information revolution and the growth of capacities in the South.
This study was designed to: 1) enhance understanding of the interrelationships among capacity, change and performance across a wide range of development experiences; and 2) provide general recommendations and frameworks to support the effectiveness of external interventions aimed at improving capacity and performance. The authors pay particular attention to endogenous aspecits of capacity--how capacity develops from within--rather than looking only at what outsiders, usually international agencies, can do to induce it.
Presents lessons from the Overseas Development Institute’s Research and Policy in Development Programme's involvement in large multiyear projects where it has been responsible for helping local institutions and organizations build their capacity to use knowledge to improve policies and practices. Setting aside the issue of knowledge-to-policy links, this paper serves to 1) reflect on what capacity is and how it develops; 2) identify implications of this for approaches used to promote capacity improvement processes; and 3) assess what this means for funding practices.
This issue of the online magazine covers the OECD's Development Assistance Committee (DAC) study on capacity; models for promoting change; capacity lessons from NGOs; lessons from the Caribbean; and performance amid conflict, epidemics, and poverty.
In the last of a series of three blog posts looking at the implications of complexity theory for development, Owen Barder and Ben Ramalingam look at the implications of complexity for the trend towards results-based management in development cooperation. They argue that is a common mistake to see a contradiction between recognizing complexity and focusing on results: on the contrary, complexity provides a powerful reason for pursuing the results agenda, but it has to be done in ways which reflect the context.
From the series Perspectives on Labour Migration, this working paper takes up an important aspect of the current migration and development debate--the role of diasporas and transnational communities as contributors to the development of their origin countries.
Does Knowledge Management Equal Capacity Development? Lessons Learnt in Reforming the Serbian Ministry of Finance
In this case study, the author explains the key role that Knowledge Management (KM) played during the final stage of a seven-year capacity development project, begun in 2001, at the Serbian Ministry of Finance. The author shows how KM, one of several approaches used to manage change, proved to be the most effective for institutionalizing new work processes and tools at the Ministry. Although, this was not without major challenges. The author shares lessons learned, which together with the main findings, can be instrumental in preparing other institutional development or KM initiatives.
A study commissioned by the David and Lucille Packard Foundation that examines "what really works" at the grass roots level when considering providers' capacity building services. It presents nine core capacity building principles based on research conducted in the United States.