Case stories on capacity development and sustainable results

<strong>Case</strong><strong>stories</strong>oncapacitydevelopmentandsustainableresultsCAPACITYR ESULTSEditedby:TOM WOODHATCHALESSANDRACASAZZABRIANLUCASFRANSWERTERLenCDLearningNetworkonCapacityDevelopment

About LenCDLenCD is an informal and open network of individuals and organisationssharing a common interest in improving capacity development practice.The network aims to promote and facilitate the sharing of lessons andlearning across organisational boundaries, and to promote changes forbetter practice at the global, regional and local levels. Specifically, it aimsto:• Strengthen evidence and facilitate dissemination of good practice;• Facilitate collective initiatives and processes needed to close “learningloops” and promote change;• Promote integration of CD into mainstream development policy; and• Support regional and local initiatives to help change in CD practice onthe ground.The network emerged as a result of informal networking in the contextof several streams of research efforts, workshops and conferences. Itwas established in Berlin in June 2004. The insight that brought the initialpartners together was that joining forces would not only give visibility tothe issue of capacity development, but also open many opportunities todo more than any individual actor would have been able to do alone.Initially a network of development agencies, LenCD today has a broadconstituency in the South and North, including global initiatives, regionalnetworks and local institutions from government and civil society, bilateraldonors, multilateral agencies and individual practitioners. LenCD bringstogether actors with diverse perspectives in an open forum for reflection,respecting pluralism rather than negotiation for common positions.LenCD initiatives depend on energy from network members and partners,their shared interests and resources. Its initiatives include thematic andregional working groups, development of specific products, vetting ofresearch and policy development, and sharing of knowledge throughonline resources, knowledge fairs and other mechanisms.For more information about the network, please visit www.LenCD.org.Participation in the network is free and open to all.

CAPACITY ð RESULTS<strong>Case</strong> <strong>stories</strong> oncapacity development andsustainable resultsEdited by:Tom WoodhatchAlessandra CasazzaBrian LucasFrans WerterLenCDLearning Network on Capacity Development

iiCapacity ð Results<strong>Case</strong> <strong>stories</strong> on capacity development and sustainable resultsEdited by: Tom Woodhatch, Alessandra Casazza, Brian Lucas and Frans WerterThe views expressed in this publication are those of the authors of the <strong>stories</strong> and donot necessarily represent those of the Learning Network on Capacity Development orits members.All case <strong>stories</strong> copyright © the authorsReproduced by permissionPublished 2011 by the Learning Network on Capacity DevelopmentFor more information please visit www.LenCD.orgCover photo: Alessandra CasazzaDesign and Layout: Florenio BambaoPrinting Coordinator: Helen Jimenez, IBON InternationalPrinted by: IBON Foundation, Inc.

iiiForewordAbout the publicationAcknowledgementsTable of ContentsJoint Statement on Results and Capacity DevelopmentALBANIA – Strengthening local government in the Kukës region 1ASIA AND THE PACIFIC – The Asia-PacificDevelopment Center on Disability 4BHUTAN – Building capacities to build revenues 7ETHIOPIA – Building capacity for aid management 10GUINEA-BISSAU – Supporting development of the education system 13KENYA – National capacity for policy analysis and research:the Kenya Institute for Public Policy Research and Analysis 16LAO PDR – Entrepreneurs driving productivityand capacity in smallholder rice farming 19Nigeria – The Interfaith Mediation Centre 22Papua New Guinea – Creating capacity fordecentralized service delivery 25Paraguay – Improved coordination for poverty reduction 28São Tomé e Príncipe – Building an effective healthcare system 31SIERRA LEONE – The improvement of service deliverythrough decentralization and capacity building in Sierra Leone 34UGANDA – Using multi-stakeholder processesfor capacity development in an agricultural value chain 37ZAMBIA – Support to the water sector 40ZAMBIA – Building capacity of small and medium-sized businesses:the Zambia Chamber of Small and Medium Business Associations 43ivviviiix

ivForewordCapacity development leads to sustainable development results, and sustainable resultsare premised on investment in capacity development. Every year, members of theOrganization for Economic Co-operation and Development (OECD) contribute some$25 billion to developing countries, much of which is aimed at delivering capacity development.It is vital that this support demonstrates that it can contribute to sustainableincreases in the recipient’s countries ability to deliver and develop themselves.The <strong>stories</strong> in this collection have been prepared by different countries and developmentpartners to showcase how endogenous investments in capacity developmenthave led to short, medium and long-term sustainable results in the form of better performinginstitutions and enhanced delivery of service or regulation to citizens. We arestill learning how to identify and capture, in a balanced way, short-term, intermediateand long-term results so that visible results which are rather easily achievable –schools built, water pumps installed – do not overshadow the longer term results suchas sustainable learning for children and sustainable supply of water.Each contribution to this publication tells a story about how investments in capacitiesfor local leadership and coalitions for change have led to increased performance of localand national institutions, as well as how, over the longer term, better institutionshave led to results such as improved health coverage, reduced poverty rate and inequality,better access to education services and other long-lasting sustainable results.In my country, Rwanda, we recognize that we need a strong, capable workforce torebuild our country and achieve the transformational change we seek. The 1994 genocidewas not only a human tragedy; it also meant a huge loss of skills and experiencevital to rebuild the country. For this reason we have put capacity development highon our agenda. It is a central pillar of our Vision 2020 which sets out our ambition forRwanda to become a middle income country by 2020. We have established a specificunit in our Finance & Economic Planning Ministry, dedicated to co-coordinating capacitybuilding stakeholders and initiatives across Government and ensure that capacitybuilding interventions are aligned to our development agenda.We have learnt a huge amount as part of this work. We have learnt that in capacitydevelopment, we have to stay focused on our national development priorities; thatcapacity building must be aligned to the delivery of Government identified prioritiesprograms, based on a thorough assessment of needs so that it is targeted to those areaswhere there are gaps. It must also be properly coordinated across all relevant agenciesand stakeholders to ensure harmony and sharing of best practices. These principlesnow underpin the capacity building work we are taking forward by contributing toGovernment delivery of real world outcomes for Rwandans.The <strong>stories</strong> that you will find here provide evidence in support of the joint statement onresults prepared by the Learning Network on Capacity Development. The statementstresses that meaningful, sustainable results require and follow from investments incapacity development. We expect that the joint statement and the collection of <strong>stories</strong>that supports it will add to a constructive debate about how results-based managementapproaches can balance the reasonable quest for visible short-term results with

vthe necessarily long-haul efforts to develop sustainable capacity. Being able to articulate,as the <strong>stories</strong> do, the multiple intermediate “stepping stone results” on the way tolasting capacity and performance, will bring much needed nuance to how we workwith results and capacity in the future.Stella Ford MugaboExecutive SecretaryPublic Sector Capacity Building SecretariatMinistry of Finance & Economic PlanningRwanda

viAbout the publicationResults from investments in capacity development matter. They matter to those whoare at the receiving end of public services provided by state institutions in developingcountries, including health, education, water and sanitation, transport, justice andmany others. Results also matter for the achievement of the MDGs, when we are twothirds of the way towards the 2015 finishing line. Both developing countries and developmentpartners agree on the importance of results and, over the years, have strived touphold, in policy and practice, the principle of managing for development results.While there is consensus on the importance of results, development actors in countriesand in development organisations face challenges with capturing them. The resultsframeworks that are widely adopted in development practice are most often foundedon ‘hard’ results. Results such as number of schools built, water wells dug, roads constructed,and others alike, are easier to measure, can be achieved in a relatively shorttime and, most importantly, are easier to communicate to governments’ constituenciesand tax-payers. However, such results frameworks have usually proven to be unsuitableto capture results deriving from longer and more complex processes of capacitydevelopment, such as nurturing inclusive ownership, accountability and change inorganizational performance.Capacity development is at the core of development; it has to do with political processesand cultural and societal changes. These processes produce long-lasting transformation,but they are also long-term and very complex in nature. While results fromthese processes take a long time to come about, they nevertheless manifest themselvesat different levels and at different times. Results frameworks that are designed for alimited set of shorter term and hard results, are not suitable to capture the more complexchanges that are rooted in investments in capacity development.Against the background of this discussion about sustainable results, capacity developmentand results frameworks, LenCD has prepared a joint statement on results andcapacity development (presented in this publication), which stresses that meaningful,sustainable results are premised on proper investments in capacity development andthat these results materialize at different levels and at different times, along countries’development trajectory.To provide evidence in support of this statement, LenCD launched a call for submissionof <strong>stories</strong>. The 15 <strong>stories</strong> featured in this publication have been selected by a fourmemberreview panel, through a rigorous appraisal process of over 40 <strong>stories</strong>, receivedas a response to the LenCD call. The <strong>stories</strong> have been contributed by different countriesand development partners and cover 14 countries in Africa, Asia and the Pacific,Europe and Latin America.The <strong>stories</strong> showcase how endogenous investments in capacity development have led,over time, to produce short, medium and long-term sustainable results. They tell howinvestments in leadership capacity, coalition for change, multi-stakeholder platforms,information management systems, knowledge and skills, accountability mechanismsand others, have led, over time, to better performing public institutions, local governments,communities, small enterprises and civil society organizations; and how these,

viiin turn, have contributed to better health services and outcomes, economic policies,business environments for small enterprises, education services and other sustainabledevelopment results that have benefited the people.While these <strong>stories</strong> help to broaden the knowledge base on how investments in capacitylead to results, much more needs to be done, to capture the results from investmentsin capacities with frameworks that allow developing countries the time and the spaceto develop broad-based capacities and to bring these process to full fruition.We would like to thank all our partners that have supported and contributed this discussionwith their own <strong>stories</strong> and perspectives, and we look forward to bringing thisagenda forward together with LenCD partners, broadening the body of experienceson capacity and results and addressing the challenges that partners are still facingwith capturing such results with concrete solutions.Mark NelsonLenCD Co-ChairApollinaire NdorukwigiraLenCD Co-Chair

viiiAcknowledgementsThis publication has been prepared by the Learning Network for Capacity Development(LenCD) and its members, including: the African Capacity Building Foundation(ACBF), the Australian Agency for International Development (AusAID), the DanishInternational Development Agency (DANIDA), Development Gateway, IBON Foundation,Instituto Marquês de Valle Flôr (IMVF), the Portuguese Institute for DevelopmentAssistance (IPAD), the Deutsche Gesellschaft für Internationale Zusammenarbeit(GIZ) GmbH/Federal Ministry for Economic Cooperation and Development (BMZ),Japan International Cooperation Agency (JICA), Pact, the Government of Paraguay, theRwandan Public Sector Capacity Building Secretariat (PSCBS), the Netherlands DevelopmentOrganisation (SNV), the United Nations Development Programme (UNDP)and the World Bank Institute (WBI).This publication has been prepared under the overall supervision of the LenCD Co-Chairs, Apollinaire Ndorukwigira and Mark Nelson, with coordination by AlessandraCasazza and Brian Lucas and the support of Clementina Gentile Fusillo. The <strong>stories</strong>have been reviewed and selected by Adeboye Adeyemo, Alessandra Casazza, BrianLucas and Frans Werter, and edited by Tom Woodhatch, Alessandra Casazza, BrianLucas and Frans Werter. The Joint Statement on Results and Capacity Developmenthas been formulated through a consultative process led by Mark Nelson, Nils Boesen,Nicola Smithers and Alessandra Casazza. The foreword has been written by StellaMugabo. The publication has been designed by Florenio Bambao, printing managedby Helen Jimenez and co-financing provided by IBON.LenCD wishes to thank the following for their contribution to the preparation of thispublication.From the ACBF team: Apollinaire Ndorukwigira, Adeboye Adeyemo, , Dieynaba Tandian,Nyawira Miano, Frans Werter, Moses Ikiara (KIPPRA) and Patience Sakuringwa(ZCSMBA). From the AusAID team: the staff from the Government of Papua NewGuinea and AusAID staff in Canberra and Post. From the DANIDA team: HenningNøhr, Pema Wangdi and Tek Bahadur Chhetri. From the Development Gateway team:Admasu Nebebe, Emily Kallaur and the staff of the Department of UN Agencies andRegional Cooperation, Directorate of the Ministry of Finance and Economic Developmentof Ethiopia. From the IBON team: Antonio Tujan, Florenio Bambao and HelenJimenez. From the IMVF team: Filipa Petrucci Sousa, Maria Manuel Esperança and RitaCaetano. From the IPAD team: Fabio Sousa, Isabel Couto, Braima Embaló and OlímpiaMoura (Guinea-Bissau Ministry of Education), Rui Landim (the National Institute forEducation Development of Guinea-Bissau), Luísa Neves (Instituto Politécnico de Vianado Castelo) and Susana Refega (Fundação Fé e Cooperação). From the GIZ/BMZ team:Eberhard Goll and Lothar Diehl. From the JICA team: Hiromi Nai and Kunitake Daiki.From the PACT team: Imam Muhammad Ashafa and Pastor James Wuye (InterfaithMediation Center), Ahmed Mohammed, Angela Gasparetti, Ebele Achor, Jessica Benton,Matt Reeves and Olga Yakimakho. From Paraguay: Ana Rojas Viñalesand VerónicaSerafini Geoghegan. From PSCBS: Stella Mugabo. From the SNV team: DorothyNakimbugwe (Makerere University), Sietze Vellema (Wageningen University), Ber-

nard Conilh de Beyssac, Jan Ubels, Nick Greenfield, Onyango-Omondi, Susan, RanjanShrestha, Robin van Kippersluis, the Uganda Oilseed Producers and ProcessorsAssociation, the Department of Food Science and Technology and the Department ofAgricultural Economics and Agribusiness of Makerere University, Wageningen Universityand the Research Centre for Development Innovation. From the UNDP team:Alessandra Casazza, Alma Gjoni, Clementina Gentile Fusillo, Jayne Musumba, MaoKawada and Vladimir Malkaj. From the WBI team: Mark Nelson, Nicola Smithers andTommaso Balbo di Vinadio.ix

xJoint Statement onResults and Capacity DevelopmentLearning Network on Capacity DevelopmentGETTING TO SUSTAINABLE RESULTS THAT MATTER►► Sustainability of results matters: Fordecades, international cooperationfocused on delivering tangible, shorttermresults – building schools, roads,health clinics etc. In far too many instancesthese results were not sustainableand did not have lasting impactbecause attention was not paid tostrengthening the underlying broadcapacities required to maintain andupscale services.►► Sustainable results of aid are premisedon country capacity, ownership andpartnership: To be effective for sustainableresults aid and developmentcooperation must support country effortsrather than replace them, buildingon existing capacity and inclusivecountry ownership. In effectivepartnerships, all partners contributeto sustainable results, while being responsiblefor their own performanceand jointly for the quality and effectivenessof the partnership.►► Results materialize at different levels,within different scopes and timehorizons– and they can be specifiedaccordingly. Developing a policy formaternal health is a result at one level;strengthening the delivery capacityof the health system is a much higherlevel result, which requires longerterminvestments. Results-orientationimplies specifying the various levelsof results, clarifying the correspondingreasonable expectations and timescalesof change.►► Capacity development is a critical partof the chain from short to longer-termsustainable results. Capacity developmentleads to visible, intermediateresults, like stronger leadership forchange. In the medium term, strongercapacity leads to enhanced performancein service delivery. Impact onpeople’s lives takes longer to materialize.Results at all these different levelscan be identified and monitored.►► Managing for sustainable results requiresflexibility and careful adaptationto the context. Results frameworksare most effective when they leaveroom for emergent capacity development,adaptation and flexibility. Capacitydevelopment is about change,and change processes are rarely linearand predictable, particularly in fragilesituations.

xi►► Results focus is critical for learning:Results-orientation in aid relationshipsoften emphasize control morethan feedback and learning. Capturingresults from capacity developmentprocesses is foremost a meansfor feedback and learning about whatworks and in what circumstances, andso to improve understanding, practice– and results.►► Country leaders, managers and changeagents are key for getting to results:Systems, frameworks and indicatorscan underpin results-based management,but cannot drive change. Balancingshort and long term results realistically;and ensuring that servicesand capacities grow hand in hand depend,first and foremost, on the incentives,skills and values driving leaders,managers and change agents, in countriesand development agencies. Moreattention is needed to these factors.►► Advancing results-focused capacitydevelopment is important for aid anddevelopment effectiveness. A global,nimble multi-partner facility shouldbe established to provide resources forcountry level actors to advance resultsfocusedcapacity development, actionresearch and peer-based learning.

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1ALBANIA – Strengthening localgovernment in Kukës regionContextThe Kukës Region, a mountainous area innorthern Albania, is the country’s poorestregion. It has the lowest incomes, highunemployment, poorly managed and dysfunctionalinfrastructure, and its land isstill contaminated by landmines and unexplodedordnance from the 1999 Kosovo 1conflict.Albania does not have a tradition of localgovernance; however, decentralizationand regional development have been atthe top of the government’s agenda, as thecountry aspires to obtain EU membership.Devolution of power to local authoritiesin Albania dates back to 1999, when theStrategy for Decentralization and LocalAutonomy was followed by a new legislativeframework, regulating local autonomy.However, devolution of power anddelegation of authority was not backed bysufficient capacities in local governmentsto exercise such powers and deliver onnew responsibilities.Against this backdrop, in 2005, withthe support of the United Nations DevelopmentProgramme (UNDP), Albaniarolled-out the Area Based Developmentprogramme in the Kukës regionto strengthen local institutions at the regional,municipal, and commune levels todrive their own development agenda. Theprogramme focused on developing localgovernments’ capacity to govern in a participatorymanner and on supporting theleadership capacity of local communitiesto promote their own development.Development resultsGreater openness of local governments topeoples’ participation in decision makingprocesses has promoted citizens’ interestand capacity to play a greater role in localgovernance and support to local development,and improved the living standardsof the people in the Kukës Region. Sincethe programme has been rolled out, theResultsA 50 percent rise in the number of families withaccess to improved access to health centres.1,600 households are benefiting by access to anew main road.1,220 families have now access to irrigation.The number of people that have access to safewater supplies has increased by 155 percent.One survey has shown a growth in publicsatisfaction with the quality of local services.Independent assessments conducted in 2005and 2007 suggest that some 80 percent ofrespondents believed that the relationshipbetween communities and local governmentauthorities improved.1In accordance with UN Security Council Resolution 1244

2 Capacity: Resultsregion has enjoyed a 50 percentrise in the number of familieswith improved access to healthcare centres. Almost 1,600 householdsare linked to markets, urbancenters and services by the accessto a new major road; and 1,220families are benefiting from irrigationinfrastructure. The numberof people with access to safedrinking water has also increasedby as much as 155 percent. Communityimprovement projectsimplemented by local enterpriseshave also generated employmentand livelihood opportunities forlocal residents.Enhanced performanceA survey has shown a rise in public satisfactionwith the quality of local services,and independent assessments conductedCapacity development investmentsCD investments focus on the development ofnew policies, the introduction of organizationalmechanisms, and the development of individualskills.Support to the establishment of 185 communitybased organizations.The introduction of participatory practices haspromoted community participation in localgovernance.A ‘Terms of Partnership’ document has clarifiedthe roles and responsibilities, and underpinnedthe participatory relationship between localgovernments and local communities.Public access centres have been createdto empower citizens to participate in localgovernments’ decision making process.Support to the leadership and projectmanagement capacity of the members ofcommunity based organizations and localgovernment staff.in 2005 and 2007 suggest that some 80percent of respondents believe that the relationshipbetween communities and localgovernment authorities has improvedafter the programme was launched. Citizens’sense of ownership of infrastructureprojects funded by the programme hasalso increased, with more than 80 percentof respondents stating that the small communityprojects contributed greatly to thecommunity, and over 90 percent sayingthat they would contribute to the infrastructure’smaintenance. Overall, rates ofsatisfaction with the government also increasedbetween 2005 and 2007.Support to the capacitydevelopment processNational investmentsThe programme was designed on the basisof a working partnership between UNDP,the local governments in the Kukës Region,and community based organizations.The local governments designedand implemented policies and projectsin partnership with their communities.Public access centres have been createdto encourage and empower citizens’ participationin local governments’ decisionmaking process and a ‘Terms of Partnership’document was developed under

albania3the chairmanship of the Kukës RegionalCouncil to clarify the roles and responsibilitiesof all stakeholders in the partnership.The Terms of Partnership hasbecome the basis for local ownership andsustainability of development outputs.Communes and municipalities establishedunits to facilitate the implementationof the local projects and to developCommune Development Plans, coherentlywith regional and national plans. Theyalso covered part of the project costs, tookownership of the projects, worked closelywith community based organizations intheir implementation, and demonstratedgreater responsibility in maintaining theinfrastructure developed by the projects.Development partners’ supportUNDP worked with local governmentsto strengthen policies, organizationalmechanisms, and individual skills. Supportto endogenous capacity developmentprocesses focused largely on promotingparticipatory approaches to local governanceand for the prioritization of developmentneeds; facilitating the building ofpartnerships between community organizations,local governments and otherstakeholders; developing leadership andproject management capacities. UNDP’sengagement with the Kukës Region focusedon strengthening the capacity oflocal governments to engage communitiesin decision making process and localFind out morePlease contact Vladimir MalkajHuman Security and Local Development ClusterManager, UNDP AlbaniaEmail: Vladimir.Malkaj@undp.orgPhone: +355 (4) 2400 721Web: www.undp.org.algovernance, and to support communitybasedorganizations to take leading rolesin sustaining and improving the qualityof life in their respective communities.UNDP programme promoted and supportedthe voluntary establishment of185 community based organizations, totaling5,122 members. It also supportedthe development of the leadership capacityof the members of community basedorganizations and local government staff,by providing them with tools and trainingon civic participation and organizationalmanagement; in total, 158 trainingsessions were held and over 3,660 peoplebenefited from them. The series of trainingsessions resulted in the formulation of21 Commune and 2 Municipal DevelopmentPlans. The programme also trainedaround 650 local government staff on decentralizationand local governance, wholater led participatory and inclusive processesfor the development Commune/Municipal Development Plans.KukësRegionalCouncil

4 Capacity: ResultsASIA AND THE PACIFIC –The Asia-Pacific DevelopmentCenter on DisabilityContextThe Asia-Pacific Development Center onDisability (ACPD) Project with the supportof Japan International CooperationAgency (JICA), launched in 2002, encouragespeople with disabilities to empowerthemselves by supporting the capacity ofindividuals and organizations to networkand form coalitions for change with localand regional governments, NGOs, andothers. ACPD puts people with disabilitiesat the centre of its work, supportingtheir own efforts to empower themselves.It builds bridges between individuals,ResultsThe Asia-Pacific Development Center onDisability works with people with disabilitiesto develop their capacity to network with localgovernments, NGOs and the private sector, topromote a barrier-free society.In the Philippines, the National Council onDisability Affairs, the United Architects of thePhilippines and the Department of Social Welfarehave led the adoption of a barrier-free approachto socio-economic infrastructure.In Thailand, communities have been empoweredto work with local governments to transform awider range of community facilities and initiativesto make them friendlier to people with disabilities.governments, and the private sector, andaims to promote a barrier-free society thatdoes not discriminate against people withdisabilities.Development resultsResults have been achieved in manycountries, including the Philippines andThailand, where the Asia-Pacific DevelopmentCenter on Disability has helpedto strengthen the relationships betweenpeople with disabilities and central andlocal governments, as well as NGOs andthe private sector.In the Philippines, former participants ofthe APCD training on Non-Handicappingenvironments built a network with theNational Council on Disability affairs andthe United Architects of the Philippines,applying the knowledge acquired in thetraining. The participants subsequentlydeveloped close relations with the Departmentof Social Welfare with support by theAPCD. As a result of this outreach, thesethree organizations led the adoption of abarrier-free approach to socio-economicinfrastructure with other government departmentsand local governments.Former participants of APCD trainingshavealso been empowered to interact withthe private sector and lobby for barrier-freeeconomic infrastructure. For example, one

ASIA AND THE PACIFIC5training participantworked closely withthe president of a privatecompany operatingin the finance,banking, and realestate sectors to promotethe constructionof facilities includingshopping malls accessibleto people withdisabilities. The companyalso trained its250,000 employees inbarrier-free environments,and trained itsguards and parkinglot attendants in helpingpeople with disabilities.In Thailand APCD piloted a project inthe Khon Kaen province, where it workedwith communities to strengthen their collaborationwith local authorities to transforma wide range of community facilitiesand initiatives to make them friendlier topeople with disabilities.Enhanced performanceAPCD was established as a platform toempower people with disabilities to advocatefor barrier-free societies and to sensitisepolicy makers and administratorsto the needs of people with disabilities.Its human resource development componentcomprises training to governmentofficers and to leaders and members ofassociations of persons with disabilities.APCD also played a facilitator role, offeringadvice and recommendations tobeneficiaries who spearheaded initiativespromoting barrier-free environments intheir respective countries. APCD leveragedits facilitating position to strengthenRegional networks, support the transferof resources from one country to another,and provide a platform for sharing knowledgeand experiences.APCD has invited policy-makers fromparticipating countries to its seminars,where government representatives haveshared their experiences and good practices.This knowledge sharing initiativehas allowed policy makers to gain an understandingof how improvements canbe made in their own countries, comparetheir countries’ performances againsttargets, assess the gaps, and identify opportunitiesfor improvement. The learningprocesses have helped senior officialsbecome more understanding of the needsCapacity development investmentsThe Asia-Pacific Development Center on Disabilityproject has been established as a platform toempower people with disabilities to advocatefor barrier-free societies and to sensitise policymakers and administrators to the needs of peoplewith disabilities.The Center has trained public administrators onthe needs of people with disabilities and solutionsto address them.A knowledge sharing platform allows publicadministrators to share experiences and goodpractices/lessons on how to develop barrier-freesocieties.

6 Capacity: ResultsFind out morePlease contact Megushi NishimuraSocial Security Division,Human Development Department, JICAEmail: hmtss@jica.go.jpPhone: 03-5226-8332Web: www.jica.go.jpof people with disabilities, and more committedto addressing such needs.Today APCD has the reputation and recognitionof being an international organizationand regional hub for supporting capacitiesto promote barrier-free socieites.Support to the capacitydevelopment processNational investmentsThe work in the Philippines has influencedboth the central government andlocal authorities to become more sensitiveand respondent to the needs of peoplewith disabilities. For example, the Departmentof Public Works and Highwaysprepared a checklist with which to evaluatethe accessibility of its facilities. Uponrequest by the APCD’s training participants,the Department held an advisorymeeting that included private companiesoperating public transport systems toconsider options for improving accessibilityto primary, middle, and high schools,as well as universities. A special budgetallocation to support the implementationof the identified options was agreed.In Thailand, the Nonthanburi city hallhas recognised the capacity and dynamismof the Nonthaburi IndependentLiving Center, whose goal of changingthe conventional wisdom about peoplewith disabilities is underpinned by clearplans and programmes, by supportingthe center financially (providing fundingfor 100,000 baht). The Nonthaburi IndependentLiving center has advocatedthe rights of people with disabilities andpromoted improved accessibility of socioeconomicinfrastructure. A member ofthe Independent Living Center, a personwith disabilities, ran for election, providinga role model of social participation.The Chonburi Independent Living Centercalled for a non-handicapping environmentwhen the City of Pattaya hosted aninternational game for disabled persons.The initiative resulted in an increased accessibilityof public spaces for people withdisabilities.Development partners’ supportThe Asia-Pacific Development Center onDisability was established with the collaborationof the governments of Thailand andJapan, in connection with the Asia PacificDecade of Disabled Persons (1993-2002).The Center was endorsed by the UnitedNations Economic and Social Commissionof Asia and the Pacific as a regional cooperativebase for the Decade. with the supportof Japan International Cooperation Agency(JICA) In line with the principle of trilateralcooperation, the Center has signed agreementswith over 30 government agenciesresponsible for issues related to disability,along with some 200 associate organizations.

hutan7BHUTAN – Building capacitiesto build revenuesContextEven in the land of Gross National Happiness,it is essential, as Bhutan’s Departmentof Revenue and Customs’ vision says,to ensure an effective revenue system thatcontributes to the nation building process.The Department has the mandate to collecttaxes and all other revenues accruingto the Royal Government of Bhutan. Itsmission is to “ensure that the tax and customsadministration has the capacity tocollect taxes effectively at minimum cost,through impartial and consistent enforcementof regulations, and to provide a convenientand honest service to taxpayers.”Development resultsBhutan is gradually moving away froma feudal system towards becoming amodern democratic state with operationalmarkets and a modern public sector.Since the first annual report in 1998,revenue performance has consistently improved,resulting directly in an increasedand more reliable revenue stream for thegovernment.As economic growth in Bhutan dependslargely on hydropower generation, collectionof revenues becomes critical. TheDepartment has been able to successfullybroaden the tax base and at least partiallyreduce reliance on revenues from hydroelectricpower by introducing personalincome tax and improving collection ofother direct taxes, particularly businesstax. Taxes made up 56 percent of total revenuein 2004-5, of which direct taxes contributed33 percent and 32 percent camefrom hydroelectric power sales.Enhanced performanceThe Department has achieved efficienciesthrough a range of approaches, includingdecentralization to regional offices, training,upgrading IT systems, and publiceducation on compliance.The Department of Revenue and Customswas created in 1986, following the restructuringand merger of two previously separatedepartments of revenue and customs.ResultsSince 1998, revenue performance hasconsistently improved, resulting in an increasedand more reliable revenue stream.The tax base has been broadened and relianceon revenues from hydroelectric power has beenreduced by introducing personal income tax andimproving collection of direct taxes.The cost per collection of Nu 100 is 1.9, astriking statistic that compares favorably in theinternational context.Taxpayer compliance has increased as a result ofan effective education programme.

8 Capacity: ResultsThe management structure has becomemore decentralized, now comprising sixregional offices. This allows tax authoritiesto be close to their clients, which hasincreased awareness and compliance.The intensive use of training and professionaldevelopment in revenue administrationand IT has enhanced theDepartment’s capacity and has made itsperformance indicators particularly encouraging.The main indicator used for efficiencyof tax collection is the cost of collectionratio. The average cost of collectionof 100 Nu (Bhutanese currency) is 1.9, astriking statistic that compares favorablyin the international context. (The figurefor the USA is 0.39, while it stands at 0.73in Denmark.)The Institutional Capacity Programmehas strengthened the skills of staff of theDepartment of Revenue and Customsthrough in-country training programmes.Capacity development investmentsThe professionalization of revenue managementhas been a long, but successful, processinvolving training, decentralisation of taxmanagement, the introduction of an informationmanagement system and a public educationcampaign.The management structure has become moredecentralized, now comprising six regionaloffices. With tax authorities close to the clients,awareness and compliance have increased.The introduction of the new IT system hasimproved tax administration and improvedconsistency of data.The staff of the Department of Revenues andCustoms has received intensive training inrevenue administration and use of the informationmanagement system.Education programme for the general public hasincreased taxpayers compliance.A 2003 IMF report noted that the Departmentof Revenue and Customs’ hasrelatively few staff – around one per 250taxpayers – but that their capabilities areimpressive. The introduction of a new ITsystem for tax and customs has improvedtax administration and enhanced monitoring,evaluation, and reporting.Another significant achievement is theincreased compliance of the general public(taxpayers) as a result of an effectiveeducation programme which includedtraining, workshops, and awareness campaigns.Support to the capacitydevelopment processNational investmentsThe Department of Revenue and Customshas enjoyed strong and stable leadershipwith strategic vision. The awarenessamong the senior management of themain challenges facing the Departmenthas led directly to requests for capacitydevelopment support.

hutan9Between 2001 and 2006, the Governmentsupported the Department’s budget tothe tune of around 90 percent. The professionalizationof revenue managementhas been a long but successful processinvolving training, the introduction of aninformation management system, the decentralisationof tax administration and apublic education campaign.The Department of Revenue and Customshas supported the development of its staffcapacity through in-country training andstudy visits. Significant investments intraining and professional developmenthave been made: between 1997 and 2004around 500 participants attended trainingcourses at the Royal Institute of Management.Significant investments were alsomade in new IT systems. Supported bytechnical assistance, this has led to improvedconsistency of data.Development partners’ supportFind out morePlease contact Kaysang W. SamdupCommunication SpecialistEmail: kaysangsamdup@hotmail.comPhone: 975333771/322319Web: www.mof.gov.bt/drcThe Department of Revenue and Customshas driven the reform process of the nationaltax administration function withsupport from Danida. Between 2001 and2006, Danida provided financial supportto the Department’s Institutional CapacityProgramme, worth approximately 10percent of the total budget. The effectivenessof the Danish capacity developmentsupport has been due to the flexibility ofits approach in aligning with the aimsand mission of the Department’s strategy.Technical assistance to support the draftingof complex legislation and the introductionof the new IT systems have alsocontributed significantly to developingthe Department’s institutional capacity.

10 Capacity: ResultsETHIOPIA – Building capacityfor aid managementContextAt the 2003 High-Level Forum on AidEffectiveness in Rome, the Governmentof Ethiopia highlighted its challenges inmanaging information on official developmentassistance. Ethiopia’s Ministryof Finance and Economic Developmentlacked a mechanism for coordinatingthe collection and standardization ofinformation on donor-funded activities,which limited the government’s capacityto plan, target, and monitor developmentprojects. Due to its experience applyinginformation technology solutionsto issues in development and foreignaid, Development Gateway was identifiedas a partner in Ethiopia’s missionto streamline aid information management.ResultsAccess to timely and reliable information hasimproved.Aid taxonomy and reporting methodologies havebeen harmonized.Donor coordination and aid effectiveness havebeen improved.20 other countries have implemented the aidmanagement system, following Ethiopia’sexperience.Development resultsThe Ministry of Finance and EconomicDevelopment’s capacity to manage aidinformation had been limited in the pastby a lack of coordination between donorpartners. For example, differences betweenthe Ethiopian calendar and donorfiscal years made it difficult to reconcilereports. The Ministry sought to rectifythis problem by developing software toprovide access to timely, reliable information,to harmonize aid taxonomy and reportingmethodologies, to enable and improvedonor coordination, and ultimatelyto boost aid effectiveness.Working with local and internationalpartners, the Ministry and DevelopmentGateway designed and piloted the aidmanagement platform, a software applicationused to collect, monitor, and reporton aid information. Six years later, theplatform is embedded in Ethiopia’s aid effectivenessaction plan. The Ministry hasmade the platform the official governmentsystem for capturing and reporting informationon aid activities, and the Ministry’sstaff can now locate information andproduce reports much more quickly. By2011, Ethiopia had 624 completed or ongoingdevelopment assistance projects carriedout between 1998 and 2011, totalingnearly $18 billion in aid flows financed by46 donor agencies.

ETHIOPIA11and view profiles of individualdonor partners. This project reflectsnot only Ethiopia’s interestin boosting aid transparencyand accountability, but its growingcapacity to design and implementsophisticated softwareprograms and data managementprocesses.Support to the capacitydevelopment processEnhanced performanceThe Ministry of Finance and EconomicDevelopment has embraced the aid managementplatform and has introducedcustomizations designed for the Government’sparticular needs and capabilities.The ministry created new sector codingschemes, implemented a module to trackprogress in achieving the indicators of theParis Declaration, and helped develop anational planning dashboard that is nowalso used in other countries. The Ministryalso plans to enhance the platform’sgeospatial functionalities, allowing usersto enter and track data on basket funds,and integrate the platform with the Government’ssystem for managing budgetand financial information (the IntegratedFinancial Management Information System).The Minister for Finance and EconomicDevelopment, H.E. Ato Sufian Ahmed,asked that data captured by the platformbe made available to the public online.During 2011, the Ministry has workedto validate the platform’s dataset and developtechnical requirements for a ‘PublicView’ website for the platform. On thewebsite, anyone with internet access willbe able to browse development assistanceprojects in Ethiopia, produce customisedreports on official development assistance,National investmentsThe Ministry of Finance andEconomic Development played a key rolein designing, piloting, and customizingthe system, contributing considerable resourcesand staff hours to training programmes,data management forums, anddiscussions with Development Gatewayon technical requirements. The systemnow has 171 users, 35 of whom have beentrained as advanced users, business us-Capacity development investmentsAn Aid Management Platform was introducedto help collect, monitor, and report on officialdevelopment assistance.The system has been customised to suit theGovernment’s specific capacity needs.New sector coding schemes have beenintroduced and a module to track progress inachieving the indicators of the Paris Declarationimplemented; a national planning dashboard hasalso been developed.The aid information system is being madeaccessible to the public, reflecting theGovernment commitment in boosting aidtransparency and accountability.Country ownership and a government-ledprocess are critical success factors, as well asconsultations with development partners and anincremental, programmatic approach.

12 Capacity: ResultsFind out morePlease contact Emily KallaurEmail: ekallaur@developmentgateway.orgPhone: +1-202-572-9227Web: www.developmentgateway.orgers, technicians, or administrators. Sincethe platform’s implementation in Ethiopia,nearly 20 other countries have implementedthe system, benefitting from theEthiopian pilot. Lessons learned includethe critical importance of country ownershipand a government-led process; aconsultative approach involving developmentpartners; and an incremental, programmaticapproach that emphasizesdata management and addresses infrastructurechallenges.In 2007, the Ministry of Finance and EconomicDevelopment hosted a regionalknowledge-sharing event for prospectiveplatform users from Tanzania, BurkinaFaso, and Malawi. The three countriessubsequently decided to move forwardwith introducing similar aid managementsystems. Later that year, the platform’s administratorin Ethiopia joined the DevelopmentGateway team in Tanzania to helptrain the Tanzanian Government’s users.In addition, the Government of Ethiopiahas participated actively in the three annualinternational workshops that havebeen held to date (2008, 2009, and 2010) forusers to share good practices in using thesystem and in managing aid informationmore generally.Development partners’ supportTo address the Ethiopia’s capacity needsfor managing development assistanceand to coordinate with developmentpartners, Development Gateway and theMinistry of Finance and Economic Developmentundertook a partnership-basedapproach to implementing the platform,soliciting the assistance of experiencedlocal and international development organizations.The OECD/DevelopmentAssistance Committee gave guidance oninternational reporting standards (suchas aid sector classifications), while UNDPadvised on implementation approach andrequirements. The World Bank, the localDevelopment Assistance Group, and theGovernment of India provided technicalassistance and in-kind donations.

guinea-bissau13GUINEA-BISSAU – Supportingdevelopment of theeducation systemContextIn 2009, the chance of children in Guinea-Bissau attending school was 76 percent,with a 48 percent chance of completingbasic education and a 17 percent chanceof completing secondary education. Ofall children enrolled in first grade, morethan half either had to repeat the year ordropped out. Only 40 percent of basic educationteachers had received pre-servicetraining, and the situation was aggravatedby inadequate curricula and insufficientaccess to textbooks.Following a review of the education sectorin 2009, the Government of Guinea-Bissaurevised its Policy Strategy for Education,and sought IPAD’s support for the policy’simplementation.Development resultsAfter four years of a Community EducationDevelopment project (+Escola/DjuntaMon) and two years of an Education SystemDevelopment Programme, both covering246 basic and secondary schools, teachers’skills rose up to 27 percent, and dropoutsfell by up to 70 percent.A complete reform of the curricula is ongoing,with newly introduced pre-schoolcurricula and revised basic education curriculanow focusing on language skills andcontextualized learning.Improved and affordable teaching materialsand books have been developed andintroduced with extensive teacher participation.Enhanced performanceA sustainable in-service peer-to peertraining system has been developedand rolled out, whereby skilled teachersare identified and selected to train otherteachers, observe their classes, and discussimprovements using structured tools.The Ministry of Education has created aregulatory environment enabling skilledteachers to train their peers, including thenew Teaching Statutory Law, approved in2010, which authorises regular teachers totrain other teachers (Estatuto da CarreiraDocente, Article 27), while reducing theirclass teaching schedules.Upgrading their status has proven to bea sufficient incentive for the peer-trainers,ResultsThe Ministry of Education’s Sector Policy Strategyled a process of reform of the education system.Teachers’ skills rose up to 27 percent, anddropouts fell by up to 70 percent.School curricula are being revised and newteaching material introduced.

14 Capacity: Resultsas they are not compensated witha wage increase. The trainees alsoaccept their peer colleagues’ newrole. To incentivize better performance,a certification system forcareer progression is also beingdeveloped. The capacity thus addedto previous national in-servicetraining system allows to date anadditional 1,000 trainees to be undercontinuous training each year,providing much needed supportto nine ill-equipped and poorlystaffed Regional Inspection andTraining Teams (ETR), each with betweensix and 12 inspectors.More attention has also been given toearly exposure of the teaching languagethrough the pre-school curriculum andby extending partnerships with Churchinstitutions. The 2010 Education StatutoryLaw (Lei de Bases do Sistema Educativo,Article 16) sets down that the basic educationcurriculum should address intensiveoral language instruction in the first sixmonths of the 1st grade. Through a partnershipbetween Caritas and the NGOFundação Fé e Cooperação (FEC), since2009 pre-service training has been providedto 100 Educators each year.The distribution of affordable learningmaterials is also being enhanced througha pilot cost recovery scheme. In 2010-11,secondary school boards produced 12,500manuals at an average cost of €1 ($1.40).Capacity development investmentsDevelopment and roll-out of an in-service, peerto-peertraining system, whereby skilled teacherstrain their peers.Reform of school curricula, with a focus onlanguage skills, to be developed in the earlyyears.Improved teaching material has been introduced.Support to the capacitydevelopment processNational investmentsBetween 2009 and 2011, the Ministry ofEducation’s Sector Policy Strategy led tothe introduction of a package of legislationto reform the education system. Thatincluded the Statutory Laws and a Lawestablishing one single Board for all currentPre-Service Training Schools.The Ministry of Education has led a processto improve harmonization and divisionof labour amongst actors operating inthe education sector. This process has facilitatedthe strengthening of partnershipsbetween different actors: for example,Portuguese Cooperation is now collaboratingwith School Boards for the trainingof teachers, UNESCO is cooperatingwith the National Institute for EducationDevelopment to coordinate curriculumreform, and the international NGO FEC isworking with ETR to support communityeducation.Working groups have been created underthe leadership of the National Institutefor Education Development involving relevantdevelopment partners and centralgovernment services. The working groupsaddress issues related to curriculum reformsand the findings of the workinggroups are shared for consultation and

guinea-bissau15dialogue with the sector’s stakeholders.Their scope includes pre-school, basic andsecondary education, pre-service trainingcurricula and guidelines for Citizenshipand Human Rights Education.Development partners’ supportIPAD has worked with partners such asEscola Superior de Educação do Instituto Politécnicode Viana do Castelo, a pre-serviceschool and member of the Inter-AgencyNetwork for Education in Emergency, andFundação Fé e Cooperação, which specializesin community education. A strategybased on three-tier education system governancehas been outlined with the Ministryof Education. Technical assistanceincluding upgrading management andFind out morePlease contact Isabel CoutoDirector of CGI/ IPADEmail: isabel.couto@ipad.mne.gov.ptPhone: 351-213176700Web: www.ipad.mne.gov.ptdata collection tools is provided to the centraland regional authorities. Resourceswere channeled to schools to foster theirautonomy and role as leaders in developingthe quality of education from bottomto top practices. Twinning arrangementssupport the strengthening of the nationalpeer-to-peer training capacity.República daGuiné-BissauMinistério da Educação Nacional, Cultura, Ciência, Juventude e dos Desportos

16 Capacity: ResultsKENYA – National capacity for policyanalysis and research: the Kenya Institutefor Public Policy Research and AnalysisContextResultsDevelopment and use of KIPPRA-Treasury MacroModel (KTMM) by Ministry of Finance and IMF(e.g. for economic forecasts; public expendituremanagement.)Annual Kenya Economic Report (KER) forparliament on request of Ministry of Planning andNational Development (since 2007).Initiation and/or contribution to major policydocuments like Kenya Vision 2030, EconomicRecovery Strategy.Study that lead to creation of Nairobi MetropolitanStrategy.Establishment of Kenya Private Sector Alliance(KEPSA) as instrument for dialogue withgovernment.Appointment of researchers to key positionslike governor of central bank and permanentsecretary of Ministry of HealthOne of the challenges facing Africangovernments has been weak capacity forpolicy analysis and research. To make upfor the lack of local capacity, governmentsused to rely on expatriate advisers and asmall group of experienced senior civilservants. In order to foster leadership andownership of the development agenda,ACBF promoted the establishment of Africa-ledthink tanks which enabled indigenousexperts take over the policy analysisprocess. During the last 15 years a seriesof policy centres were created in Africa todevelop the required expertise, and theKenya Institute for Public Policy Researchand Analysis (KIPPRA) is internationallyrecognized as a successful example of thisinitiative. KIPPRA is an autonomous publicinstitute formally established in 1997 totake up responsibility for macroeconomicmanagement and medium to long termplanning functions and falls under theoversight of the Ministry of State for Planning,National Development and Vision2030 (MPND).Development resultsKIPPRA played a critical role in the transformationof the policy-making processin Kenya by providing evidence and platformsneeded to promote a broad consensuson key development priorities reflectedin the Kenya vision document. Kenyahas taken the leadership in defining itsdevelopment agenda and the successfulresilience of the Kenyan economy duringthe recent global financial crisis is a testimonialof progress achieved in economicmanagement through participation of allkey development stakeholders. Workingthrough country-led systems can yieldresults as illustrated by the following examples.

kenya17Some major results include theKIPPRA-Treasury Macro Model(KTMM), which supports the Ministryof Finance in preparation ofthe fiscal budget, the Budget OutlookPaper, by running policy simulationsand informing nationaldevelopment plans, and the KenyaEconomic Report (KER) on the performanceof the economy, which isprepared and presented to Parliamenteach year. Other contributionsto key government policy areasinclude the concept paper for Kenya’slong-term development blueprint (KenyaVision 2030), policy dialogue through theestablishment of the Kenya Private SectorAlliance (KEPSA), and the creationof a Nairobi Metropolitan Ministry. Theimportance of KIPPRA can also be seenby the fact that KIPPRA researchers havebeen appointed to key positions such asthe governor of the central bank.Demand for KIPPRA’s policy research iswidespread and increasing across government(from 5 to 13 ministries andagencies) and from national and internationalpolicy working groups (from 12 to30 organisations including internationalinstitutions like the African Peer ReviewMechanism(APRM). KIPPRA has producedapproximately 200 publicationswith a distribution of over 30,000 copiesannually.Enhanced performanceKIPPRA obtained ISO Certification forquality standards and services in 2010and has been recognized as one of thetop Think Tanks in Africa according tothe annual ranking by the Global ThinkTanks Program of the University of Pennsylvania.Some of the factors contributingto KIPPRA’s success include: (i) Legalunderpinning by the KIPPRA Act (2006);(ii) Partnerships with the Ministries ofFinance, Planning, and Trade and Industries,as well as the private sector and universities(all of which are represented onthe governing board) have allowed collaborativeresearch and expanded KIPPRA’sown research capability and contributed tothe use of research results (iii) A researchagenda established through assignmentsby government agencies and other organizations,as well as by its own researchstaff; (iv) Rigorous adherence to scientificstandards and high quality research;(v)Maintaining high quality staff, despitestaff poaching being a regular challenge;(vi) Financial sustainability based on longterm financial commitments from theGovernment of Kenya and other developmentpartners combined with internallygenerated funds.Capacity development investmentsLegal recognition (KIPPRA Act, 2006) to ensurecommitment.Strong linkage with Ministries of Finance andPlanning and other institutions in order to producerelevant research.Scientific independence to maintain credibility.Ability to maintain competent staff despite braindrain tendencies.Long term financial commitment by governmentand development partners.Training of young professionals (approx. 10/year).

18 Capacity: ResultsFind out morePlease contact: Mr. Moses Ikiara(Executive Director)Email: admin@kippra.or.kePhone: +254 20 4936000Web: www.kippra.orgKIPPRA is also contributing to further developmentof policy research and analysiscapacity. Its efforts are mainly targeted atofficers in government and at the staff inthe Institute. One of the core programs inthis area is the Young Professionals programwhich trains at least 10 young professionalseach year.Financial sustainability has improvedover time through diversification of fundingand new consultancy projects. KIP-PRA’s internally generated funds havebeen increasing while that of donorshas been declining. Should donor fundsbe unavailable for KIPPRA, its own resourcesand Kenyan Government supportwould enable the institution to sustain itsactivities.Support to the capacitydevelopment processNational investmentsThe performance of KIPPRA and its continuouspositive contribution to policyformulation and capacity building activitiesin Kenya has been instrumental to attractingfunding from the Government ofKenya. Initially government support wasslow, taking more than three years to takeoff. After KIPPRA proved its potential thegovernment passed the KIPPRA Act to cementits commitment. The Governmentprovided land for the KIPPRA’s campusand also committed adequate resourcesthrough the Medium Term ExpenditureFramework. The Government has increasedits funding to KIPPRA in threephases from 12% to 24% to 55% of the totalbudget, which is testimony to the Government’scommitment to and recognition ofKIPPRA’s strategic role in providing qualitypublic policy advice and in buildingcapacity.Development partners’ supportACBF maintained its support to KIPPRAfor over 10 years until the Government ofKenya took over the biggest share of KIP-PRA budget. ACBF is a special type of‘development partner’, an African institutionthat mobilizes Africa’s own capacityto improve development management.ACBF had experience in various Africancountries with the establishment of autonomous,semi-autonomous, and governmentpolicy research institutes, whichwas used to support the design of KIP-PRA. ACBF also runs a network of policyresearch institutes in which KIPPRA participates.ACBF has played a catalytic role since otherstakeholders and donors acknowledgethe high quality of KIPPRA’s researchproducts and contribution to policy makingand analysis. This has enhanced thedemand for KIPPRA’s services and themobilization of resources as well as attractingother donors such as the EuropeanCommission which has been a consistentcore donor for over 10 years.

LAO PDR19LAO PDR – Entrepreneursdriving productivity and capacityin smallholder rice farmingContextImproved rice production is key to developmentand food security in Lao PDR.While paddy rice production has increased,less attention has been paid to improvingproductivity both on-farm and inpost-harvest handling, including milling.One kilo of paddy rice milled in Lao PDRused to produce significantly less ediblerice than in neighboring countries. Poorquality has meant lower prices, reducingprofits for both millers and farmers. Productionof better quality paddy rice andimproved milling practices can increasethe supply of rice in Lao PDR, open newdistribution channels and improve theprofits and livelihoods of both millers andsmallholder farmers.Development resultsWithin 18 months of starting, the EnhancingMilled Rice Production project in LaoPDR brokered fair trading relations between21,360 smallholder rice producersand 21 selected rice mills. The project hasseen some highly encouraging results, includinga 10 percent increase in milling recoveryrates and a 20 percent productivityincrease in production per hectare, due toquality input and extension provided bymillers.Farmers say that the benefits include inputand extension, an agreed minimum priceat the start of the season, and a premiumprice for higher quality at harvest time.Eight of 21 Enhancing Milled Rice Productionproject millers have gone on toorganize new Miller Groups outside theprogramme – without additional support– involving more than 100 new millers.This spontaneous up-scaling stronglymultiplies the outreach and impact bysharing approaches, exploring new markets,and supporting sustainability. SomeMiller Groups are now able to access subsidizedinterest rate loans and institutionalmarket actors like the World FoodProgramme.The project represents a shift in approachfor capacity development in farming communities.It deliberately uses business relationsas a driver for capacity growth andimproved relations in the value chain.Results10 percent increase in milling recovery rates anda 20 percent productivity increase in productionper hectare.Miller Groups are now able to access subsidizedinterest rate loans and institutional market actorslike the World Food Programme.Millers can support 1,000 smallholder farmersand support self-organization. Farmer groups arebetter able to make informed decisions, sharelearning, and negotiate.

20 Capacity: ResultsGovernment agencies haveembraced the approach andare now starting to appreciatethat Lao entrepreneurs – in thiscase, millers – can actually becapacity builders themselves,when they adopt an inclusivebusiness approach.Enhanced performanceSocially committed and capablemillers were selected to be theengines of the project. The projecthelped them to develop anInclusive Business Plan, whichdescribed steps to increase productivity,and to support farmers to produce highqualitypaddy rice. Millers received trainingand advice on farmer group formationand strengthening, extension techniques,input provision, and business managementskills. This enabled them to expandtheir traditional trading role to incorporatethe provision of seed, fertilizer andextension services. It has resulted in asteady supply of quality paddy rice, alongwith higher revenues for farmers andCapacity development investmentsCollaboration between rice millers and farmersdrive capacity and improve relations in the valuechain.Millers receive training and advice on farmergroup formation and strengthening, extensiontechniques, input provision, and businessmanagement skills.Socially committed millers are the project’s drivingforce. Millers participating in the programmehave organized new Miller Groups outsidethe programme – without additional support –involving more than 100 new millers.Regular consultation between millers and farmersenables trust and fair trading relations.Support to public-private policy dialogue betweenstakeholders in the rice sector.millers. Millers now have the capacity tosupport 1,000 smallholder farming householdsand to stimulate self-organization.Farmer groups are better able to makeinformed decisions, share learning, andnegotiate.Regular consultation between millers andfarmers enables trust and fair trading relations.A small, but significant, interventionis that millers help purchase communalweighing scales and facilitate theircertification by government authorities tofoster transparency and avoid cheating byeither traders or farmers.A co-investment fund helps millers to upgradetheir equipment and improve riceproduction and post-harvest handling,which has contributed to increased recoveryof milled rice.The selection of socially committed millersand the creation of competition betweenthem have been crucial to the project’ssuccessful implementation. For instance,if a miller underperforms according tothe programme criteria, he is given an initialwarning about his performance andis suspended from the programme if performancedoes not improve, on the recommendationof provincial and districtauthorities. His place is then filled by twoother rice millers. When new millers are

LAO PDR21selected to participate in the programmethrough an abbreviated selection process,local governments and project staff investtime to train them and get them on track.The project works closely with provincialAgriculture and Forestry Offices, the departmentsof Industry and Commerce,and the private sector. Government agencieshave increasingly realized the valueof alignment with the private sector. InBolikhamxay Province, for example, theGovernment exempted fertilizers fromimport tax as an additional incentive formillers to work with smallholder farmers.The provincial authority has supportedmillers by officially approving MillerGroups in line with government policy.Support to the capacitydevelopment processNational investmentsFind out morePlease contact Robin van KippersluisPortfolio Coordinator, SNV Lao PDREmail: rvankippersluis@snvworld.orgPhone: +856 (0)21 414091Or: Ranjan ShresthaSector Leader Agriculture, SNV Lao PDREmail: ranjan@snvworld.orgPhone: +856 (0)20 55312080Web: www.snvworld.orgThe Lao PDR government has demonstratedits vision as it has steadily commercializedagriculture and promotedsmallholder farming, but has struggledto find effective operational approaches.Launched in January 2010 by the Ministryof Agriculture and Forestry, and jointlyimplemented with Helvetas and SNV, theEnhancing Milled Rice Production projectpiloted a new approach. It used existingLao entrepreneurship and competencies.Leading at the provincial level are theprovincial Agriculture and Forestry Offices,and the departments of Industryand Commerce in six target provinces.They build trust, encourage fair tradingrelations between millers and smallholderfarmer groups and – with nationalgovernment – organize and facilitate public-privatepolicy dialogue between stakeholdersin the rice sector.Development partners’ supportThe project operated on a budget of €2.3million: 90 percent came from the EUFood Facility, with Helvetas and SNVproviding the other 10 percent. Aboutone-third was used to co-invest in millingfacilities, one-third supported farmers,capacity building, and training, andone-third went to human resources (twointernational and 12 national advisers,covering six provinces). The developmentpartners offered substantial guidance onthe overall approach of inclusive businessin the rice sector, and supported capacitydevelopment of government stakeholdersand rice millers to work efficiently withthe smallholder farmer groups.

22 Capacity: ResultsNIGERIA – The InterfaithMediation CentreContextFor years Nigeria has suffered from violentconflict between religious and ethniccommunities, with extensive loss oflife and damage to property. In 1995, twoleaders of opposing factions – one a Muslim,Imam Muhammad Ashafa, the othera Christian, Pastor James Wuye – helpedfound Nigeria’s Interfaith Mediation Centre.Its mission is to create a peaceful societythrough non-violent and strategicengagements in Nigeria and elsewhereResultsThe Interfaith Mediation Centre brings togetherpeople from different faiths and influences peacerelatedpolicy through advocacy.The Kaduna Peace Declaration of ReligiousLeaders brought nearly a decade of peace inKaduna.The Yelwa Shendam Peace Accord broughtpeace to feuding communities.The Government of Kaduna State’s Bureau forReligious Affairs was established with a functionalsecretariat.The Centre has trained the staff of the NigeriaInter-Religious Council on peaceful coexistence,the religious and tribal leaders of Adamawa Stateon conflict mitigation, and Kano State’s religioussecurity group on how to manage conflictsituations.in the world. The two men were broughttogether in a quest for peace and have becomeworld-renowned peacemakers.Development resultsThe Interfaith Mediation Centre evolvedfrom the ideas of a few passionate individualsinto an internationally respectednon-governmental organization. It usesadvocacy to influence key legislation, anddevelops innovative tools for interfaithdialogue. For nearly 15 years, the Centrehas flourished as a faith-based organization.It has carried out more than 180 successfulinterventions in Nigeria as well asin Sudan, Kenya and Iraq.Among its achievements are the signingof the Kaduna Peace Declaration of ReligiousLeaders, after which Kaduna enjoyednearly a decade of peace, and theYelwa Shendam Peace Accord, whichbrought peace to feuding communities.It also contributed to the establishment of

NIGERIA23Its improved organizationalcapacity has also enabledmore focus on technicalwork, while a shared organizationalvision has fosteredbetter collaboration withother organizations.Support to thecapacity developmentprocessthe Government of Kaduna State’s Bureaufor Religious Affairs.Enhanced performanceThose positive results encouraged the InterfaithMediation Centre to transfer itsskills to like-minded organizations, but itdid not have the capacities to do so. It alsorecognized that in order to attract supportfor its future work from donors, it wouldhave to ensure that its own organizationwas strong enough to manage fundsproperly. So in 2008, the Centre embarkedon a partnership with Pact to develop itscapacity holistically, including joint identificationof gaps through participatoryassessment, planning work using a varietyof methodologies such as training,coaching, and mentoring, and sub-grantingto test newly established systems andprocedures.These capacity development effortshelped make the Centre’s leadership moreeffective and enabled it function moresmoothly and reduce dependence on itsfounders. The organization’s capabilitiesare increasingly recognized by developmentpartners. The Center has receivedfunding from Christian Aid, the ThresholdFoundation, and from UNDP, and hasstarted developing proposals for USAID.National InvestmentsAt every level, the governmenthas recognized andfinancially supported theCentre for its role as broker and builderof peace. It has also engaged the Centreto train its staff in peacebuildingand conflict management. The Centrehas also trained the staff of the NigeriaInter-Religious Council on peaceful coexistence,the religious and tribal leadersof Adamawa State on conflict mitiga-Capacity development investmentsThe Center has been recognised by thegovernment as the critical peace broker in Nigeria.A structured capacity self-assessment helpedthe organisation to identify its capacity assets aswell as its administrative challenges and identifystrategies to address the same.A shared organizational vision fostered bettercollaboration with other organizations.The organizational structure has been improvedto make the Center more effective and efficient.Work plans and strategies have been developed,the financial system strengthened, and amonitoring and evaluation system developed.Staff members have received training on peacebuilding and conflict management, as well asprofessional skills training and mentoring.

24 Capacity: ResultsFind out morePlease contact Ahmed Mohammed,Acting Country Representative, Pact NigeriaEmail: amohammed@pactworld.orgPhone: +234 9 4619570Web: www.pactworld.org, www.pactnigeria.orgtion, and Kano State’s religious securitygroup on how to manage conflict situations.Kaduna State’s Bureau of ReligiousAffairs is another product of theCentre’s work, and acts as a model forother states.Members of the Interfaith Mediation Centreserve on the National Anti-CorruptionCommittee as well as other committeesin Kaduna State. These platforms havehelped to further enhance the Centre’svisibility and development.Development partners’ supportThe British Council offered valuable moral,material, and financial support for theCentre’s early development, helping tostabilize the young organization and enableits professional growth.With USAID support, Pact worked withthe Centre on a guided organizational capacityself-assessment, which helped itsstaff to honestly identify the programmaticstrengths as well as the organization’s administrativechallenges. Based on a strongand trusting relationship, Pact worked withthe Centre to address its capacity gaps.It provided professional skills trainingand mentoring through internal events. Ithelped develop work plans and strategies,strengthened financial systems, and supportedthe development of a monitoringand evaluation system. A participatory, proactive,and flexible approach to capacity developmentensured the Centre’s ownershipof its results: improved performance andimproved organizational sustainability.

PAPUA NEW GUINEA25PAPUA NEW GUINEA –Creating capacity fordecentralized service deliveryContextWhen the Papua New Guinea (PNG) Governmentintroduced the Organic Law onProvincial and Local Level Governmentin 1995, it decentralized responsibilityfor service delivery. The new law set intrain a complex reform process that hasgathered considerable momentum in recentyears.AusAID has supported the PNG Governmentin creating key enablers for decentralizedservice delivery which, alongwith the Government’s commitment andleadership, have brought intermediate butimportant development results and havemade sustained improvements in servicedelivery more likely.Development resultsThe reform process has achieved severalsignificant medium-term gains: it hasstrengthened corporate governance andadministration, which has improved publicservice administration in all of PNG’s18 provinces; a review of intergovernmentalfinancing brought more clarity to theresponsibilities of provincial and localgovernment and fiscal decentralizationhas increased funding for service delivery;and through national support and coordination,the Department of Provincialand Local Government Affairs has led astronger national engagement in servicedelivery. These achievements in administrativecapacity, funding, and accountabilityand coordination have now startedto bear fruit in more and better servicesfor people.Enhanced performanceBecause of the investment and the resultsthe reform process has brought, most provinces,districts, and local governments areintegrating planning and budgeting processes,allocating more money to key priorityareas (a 32 percent increase between2005 and 2009), moving staff from provincialheadquarters to districts and localgovernment to improve services, andbecoming more accountable for servicedelivery by submitting statutory nationalperformance reports and through localmulti-stakeholder performance monitoringforums.ResultsThe reform process has improved theadministration of public services in all of PNG’s 18provinces.Fiscal decentralization has increased funding forservice delivery.Accountability and coordinationfor local service delivery has increased.Planning and budgeting processes have becomebetter integrated.

26 Capacity: Resultsmoney being channeled into localservice delivery.More money is now flowing into serviceprovision. The 2010 national budget increasedfunding for provincial and localservice delivery by 22 percent, andby 2012 people will see 40 percent moreCapacity development investmentsThe PNG Government introduced the OrganicLaw on Provincial and Local Level Government.The commitment of central and local levelleadership to reforms has significantly contributedto their success.Staff have been moved from provincial officesto districts and local government to improveservices.Local governments now submit statutory nationalperformance reports.Local multi-stakeholder forums monitor localgovernments’ performance.The inter-departmental provincial and lowerlevel service monitoring authority monitorsand coordinates national and sub-nationalcooperation.Provinces prepare annual reports on servicedelivery outcomes for the PNG Parliament.The recognition of the role of provincialadministrators as chief accounting officers, whoexercise leadership and drive change at theprovincial and local levels.There is more public accountability.The Department of Provincialand Local Government Affairshas revived the inter-departmentalprovincial and lower level servicemonitoring authority thatmonitors and coordinates nationaland sub-national cooperation,and resurrected the practiceof provinces preparing annualreports on service delivery outcomesfor the PNG Parliament.These developments suggest that thesystem is better able to manage its ownaffairs, which bodes well for furtheradvances in service delivery, but PNGremains a complex environment withmany challenges still to overcome. Althoughgenerally impressive, progressvaries significantly across provinces. Themost encouraging outcomes have been inprovinces whose leadership – both politicaland administrative – is committed topositive change.Support to the capacitydevelopment processNational investmentsDecentralization is complex. It demandsvision, leadership and, ideally, a joint approachby key stakeholders. The leadershipof the PNG Government has confirmedits commitment to a three-tiergovernance structure. In its medium- andlong-term development visions, it clearlyrecognizes the role of sub-national governmentin leading the drive to improveservice delivery.Its steps to advance important fiscal decentralizationreforms aim to revitalizethe service delivery mechanism, encouragemore whole-of-government support,and promote the Department of Provin-

PAPUA NEW GUINEA27cial and Local Government Affairs asthe lead agency in sub-national capacitydevelopment. But most critical is its recognitionof the role of provincial administratorsas chief accounting officers whoexercise leadership and drive change atthe provincial and local levels.Development partners’ supportAusAID has worked with the Governmentas its principal external partner inadvancing decentralization. Other partners,such as NZAID, the European Commission,and the World Bank, have alsosupported the process.AusAID has channelled its supportthrough the Sub-National Program,which began in 2004 as a pilot project andhas since evolved into a longer-term, flexibleprogramme of support. It emphasizesthe importance of forging strong workingrelationships with counterpart organizations,and has placed staff in provincesto strengthen dialogue, programming,and monitoring. These efforts have alsoFind out morePlease contactEmail: AusAID infoausaid@ausaid.gov.auPhone: 02 6206 4000Web: www.ausaid.gov.ausupported research and policy analysis.It has sought to work iteratively, respondingto opportunities when they arise, andsupporting the Government’s leadershipand initiatives. Its capacity developmentapproaches have included technical assistance,along with peer-to-peer learning,stepped performance-based incentivefunds, and secondment of staff acrossprovinces. Its key strengths lie in its longtermcommitment to, and support for,PNG systems, plus a flexible and responsiveapproach that has helped the programmedevelop as those systems havechanged.DEPARTMENT OF PROVINCIAL & LOCAL GOVERNMENT AFFAIRS

28 Capacity: ResultsParaguay – Improved coordinationfor poverty reductionContextPresident Fernando Lugo’s governmentassumed office in August 2008 after60 years of one-party regime. The newgovernment faced a country with widespreadand extreme poverty, which madeit unlikely to meet most of the MillenniumDevelopment Goals. To make thingsworse, the new Government was establishedwhen the international financialcrisis started spreading across countriesand regions. The Government respondedto these challenges by, inter alia, enactingthe Economic Recovery Plan (Anti-Crisis), and encouraging interagencycoordination of programmes to combatpoverty.Development resultsResultsExpanded coverage of safety-net programmes:from 13,000 to 98,000 families.Introduction of free medical consultations servicesin poor areas.500 family healthcare units established.Poverty rate significantly reduced.In the face of the global economic crisis,the poverty reduction programmes,implemented under the Anti-Crisis Plan,have been successful in reducing povertyby 2.8 percent between 2008 and 2009,with a further 1.2 percent reduction between2009 and 2010. Other importantMDG results include the reduction ofeconomic barriers to access to health. Thenumber of people in the poorest quintilethat fell ill and did not access health servicesfor economic reasons fell from 24.2percent to 13.9 percent; at the same time,institutional births increased, reaching93.3 percent and exceeding the nationaltarget.In order to achieve these results, the governmentsucceeded in up-scaling thecoverage of the conditional cash transferprogrammes, increasing the numberof beneficiary families from 13,000 to98,000. Medical consultations were madefree of charge and 500 Family HealthcareUnits were established, half of which inrural areas, thus doubling the number ofconsultations in poor areas. Around 20percent of the beneficiary families havebeen assisted by the Program for Promotionof Food Production.The ambition of the government is tobring these results to the next level and beable to provide universal social safety netcoverage within ten years.Enhanced performanceThere are three four critical success factorsof the Paraguayan experience.

PARAGUAY29Firstly, the Ministry of Finance establishedthe Social Economy Unit to promote greatercoordination between the main socialprotection programmes, including theconditional cash transfer, the free healthcare, the adult illiteracy, the food productionand the rural roads programmes.The objectives of these ‘emblematic’ programmeswere better defined and an institutionalmechanism was established in80 of the poorest districts of the countryto ensure greater coordination of planningand implementation of such programmes.Secondly, common indicators and monitoringand evaluation tools have beendeveloped to better target beneficiaries,as well as to evaluate, and account forresults. These include the geographicpriority index, the index of quality oflife, a household questionnaire, andcommon identifiers (number of identitycard) for heads of households. Buildingon such initiatives, the Government iscurrently in the process of building aSingle Registry System of beneficiaris.According to this system, all anti-povertyprogrammes will use common beneficiaryinformation (first name, surname,gender, national identification number,place of residency), and programmesinvolving transfers will include measurementinstruments (a quality of lifeIndex).Thirdly, in orderto improve monitoringof progressand evaluation ofresults, a Systemfor GovernmentAdministration(SIGOB) has beenestablished. Thissystem strengthensthe evaluationcapacity ofthe institutionswhose mandateincludes the ‘emblematic’ programmes.This include, primarily, the Ministry ofFinance, which monitors budget executionof such programmes through a ‘Budgetfor Results’ system.Lastly, a Social Programmes Fund, establishedin 2010, has provided additional resourcesfor the ‘emblematic’ programmesand has improved the decision-makingmechanism for results-based budget allocation.The Finance Ministry managesthe Fund, which is financed by nationalrevenues, loans, and donations.Supporting the capacitybuildingprocessNational investmentSignificant investments have been madeto coordinate planning with budgetingand to create a culture of results. To thatend, the Ministry of Finance establishedCapacity development investmentsImproved coordination amongst the ‘emblematic’programmes.Establishment of a single registry of beneficiaries.Introduction of a robust monitoring and evaluationsystem.Establishment of a Social Programmes Fund.

30 Capacity: ResultsFind out morePlease contact Verónica Serafini GeogheganCoordinadora de la Unidad de Economía Socialdel Ministerio de HaciendaEmail: unidaddeeconomiasocial@hacienda.gov.pyPhone: + 595 21 200692Web: www.hacienda.gov.pythe Social Economy Unit, with the mandateof improving the quality of publicspending, through better design and evaluationof social programmes, particularlythose fighting poverty, creating jobs, anddeveloping agriculture. The Unit collaborateswith other departments within theMinistry of Finance, as well as with otherministries and institutions, to build theircapacities to design and evaluate programmesand budgets, and to integratethe gender perspective the design of suchprogrammes.A Paraguayan EvaluationNetwork has also been created, which,by 2011, had evaluated most ‘emblematic’programmes at least once.Under the Presidency of the Republic, theSocial Cabinet’s Technical Unit has alsobeen strengthened through Presidentialdecrees and by training and the hiringof experts. The Social Cabinet’s TechnicalUnit coordinates and monitors ‘emblematic’programmes. Both the Social Cabinet’sTechnical Unit and the Social EconomicUnit coordinate the use of common toolsto improve programmes’ targeting, efficiency,and transparency of managementand resource allocation.Development partners’ supportParaguay has learned from the experiencesof other Latin American countriesand has progressively developed a socialprotection network, with institutional improvementsto support it. It has also heededthe results of studies and evaluationsfrom within the country, and used suchresults to inform new planning cycles.South-South cooperation has been themost important mechanism that the Governmenthas used to develop capacity.Specifically, this has included seminarsand quality training of officials in thevarious skills required for the approach’ssuccessful implementation. The supportand technical assistance provided by internationalorganizations and banks havealso been pivotal.

São Tomé e Príncipe31São Tomé e Príncipe –Building an effectivehealthcare systemContextInstitutional capacity issues such as thethe shortage of qualified human resourcesin the national healthcare system andits inability to provide specialized healthcare services, are just some of the challengesfaced by the Democratic Republicof São Tomé and Príncipe.With funding from IPAD and theCalouste Gulbenkian Foundation,, InstitutoMarquês de Valle Flôr (IMVF) hasbeen working with the Government ofSão Tomé and Príncipe for the past twodecades to develop the capacity of the nationalhealthcare system. Supported bythe ‘Health for All Programme’ the systemhas transformed into a decentralizedand efficient network of local healthunits. Now covering the entire country,the healthcare system promotes preventionservices and offers both primaryand specialized healthcare.Development resultsStarted with a pilot in one district in 1988,the initiative covered, in 2008, all the sevendistricts in the country. After 20 yearsof implementation, the initiative has ledto remarkable results.An IMVF’s evaluation from 2010 showsthat maternal and child healthcare coverageis close to 100 percent. Some 98percent of women visited a health facilityat least once, with 72 percent makingfour or more visits. The number of medicalconsultations also rose dramatically– from just over 61,000 in 2008 to morethan 136,000 in 2010. Control of malariashows highly encouraging results, withthe incidence falling from 22,7 percent in2005 to 2,2 percent in 2009 (90% decline).World Bank figures also show that thecountry’s life expectancy rose from 61years in 1990 to 64 years in 2009.The country is likely to achieve the healthrelatedMillennium Development Goalsby 2015.ResultsMaternal and child healthcare coverage is close to100 percent.In 2010, 98 percent of women visited a healthfacility at least once, with 72 percent making fouror more visits.The number of medical consultations rose fromjust over 61,000 in 2008 to more than 136,000 in2010.The incidence of malaria has fallen from 22,7percent in 2005 to 2,2 percent in 2009.The country’s life expectancy rose from 61 to 64years between 1990 and 2009.

32 Capacity: ResultsEnhanced performanceThese results are premised on a seriesof capacity development interventions,including: the professional training ofhealth technicians and administrativestaff; the introduction of an integratedpackage of preventive, primary, and specializedhealth care; the sensitization ofthe general population through an educationcampaign and the introduction oftelemedicine.A network of two hospitals, six healthcentres, 28 health posts, and 17 communityhealth units has been strengthenedthrough significant investments in thetechnical capacities of health workers. Theprofessional qualifications of health techniciansand administrative staff at centraland district levels have been enhancedby theoretical and practical training initiatives,held in São Tomé and PríncipeCapacity development investmentsProfessional training of health technicians andadministrative staff.The introduction of an integrated package ofpreventive, primary, and specialized health care.The sensitization of the general populationthrough an education campaign.The introduction of telemedicine.and in Portugal. Investment indeveloping professional managementand planning capacitieshas brought significant improvementsin the quality and deliveryof services.All health units are now providinga decentralized integratedpackage of preventive, primaryand specialized health care services,including family planning,maternal and child care and others.Demand for such servicesis stimulated by education campaignsconducted at the community level.Health Delegates monitor the implementationof the package through inspectionand the application of monitoring tools.The accuracy of data collected at districtlevel and reported to the Ministry ofHealth has also been enhanced. A coordinationunit, which acts in the capacity of aCentral Pharmacy, takes orders from andprovides stocks to health centres, applyingfixed cost recovery prices. A Ministryregulation (Despacho nº 10/GMS/2009)has determined a financial penalty forphysicians, nurses, district officers andtechnicians who do not comply with theguidance provided by the Health Districtcoordination unit.Emerging medical needs made clear thenecessity of an approach that allows swifterand more suitable solutions for morecomplex care provision, the decrease in thenumber of evacuated patients to Portugaland the promotion of local competences.In 2011 the project launched the Telemedicine:health information and communicationtechnology bring together São Toméand Príncipe’s Central Hospital and Portuguesemedical experts of all specialties.Telemedicine breaks the isolation to whichthe country and the medical practice havebeen confined to, and incorporates themin a network of experienced professionalsand state of the art techniques and

São Tomé e Príncipe33technology. Portuguese doctors can nowprovide long distance training and directsupport to São Tomean doctors for themanagement of medical cases. Telemedicinerepresents a strategic and an innovativeinstitutional arrangement for the deliveryof health services.The system has also been provided withadequate equipment, medicines, analysislaboratory, and an improved infrastructure.Support to the capacitydevelopment processNational investmentsLeadership and the big push for changehave come from the Ministry of Healthand Social Services and the district healthcentres.The Ministry of Health and Social Serviceshas retained the major responsibilityfor managing and implementing the programme’sactivities, facilitating communicationsbetween local and central actors,upgrading procedures and monitoringprogress. The Ministry has invested inits district management through training,structured tools, inspection, and informationroutines and equipment to upgradethe Health Delegates capacities.Find out morePlease contact Dr. Ahmed ZakyProject Director at IMVFEmail: azaky@imvf.orgPhone: + 351 96 622 84 49Web: www.imvf.orgDevelopment partners’ supportManagement consultants from IMVFworked with the Ministry of Health andSocial Services to provide technical assistanceto health units’ management. Theyalso arranged staff and health agents’training programmes, mostly using thepublic health system’s own capacity.The Portuguese High Commissioner forHealth has recognized the intervention’s“public interest”. That allows experts fromthe Portuguese Ministry of Health to provideassistance to São Tomé and Príncipefree of charge.IMVF played a supporting role in theproject’s design, in establishing bridgeswith local partners, and in coordinatingbetween health specialists and representativesof the governments of São Toméand Príncipe and Portugal.

34 Capacity: ResultsSIERRA LEONE – The improvementof service delivery throughdecentralization and capacity buildingContextWith the 2004 Local Government Act, theGovernment of Sierra Leone embarked ona nationwide decentralization reform programme.Its goal was to improve the deliveryof basic services and increase participationin decision making processes.The programme was critical in addressingthe country’s longstanding issues of ahighly centralized governance structure,which excluded the majority of the populationand was a key cause of the country’sdrawn-out conflict that ended in 2002.ResultsService delivery improved significantly acrosssectors:Health - Public satisfaction with health servicesrose from 81 percent to more than 90 percentbetween 2005 and 2006.Education - Household surveys show improvedrural access to primary education. The percentageof households within 30 minutes’ walking distanceof a school grew from 68 percent in 2005 to 74percent in 2008.Regular meetings with citizens have beeninstitutionalised by local councils, participatorydevelopment planning has taken root, accountsare completed on time and regularly audited, andfinancial information is disclosed to the public.Development resultsSierra Leone has achieved notable success inreestablishing local government in a fragilepost-conflict environment. Developmentresults include significant improvementsin service delivery. In health, for instance,clinic infrastructure, availability of drugs,and numbers of staff have all increased,and public satisfaction with health servicesrose from 81 percent to more than 90 percentbetween 2005 and 2006. Householdsurveys also show improved rural accessto primary education, and the percentageof households within 30 minutes’ walkingdistance of a school grew from 68 percentin 2005 to 74 percent in 2008.Enhanced performanceThese results are related to the improvementin local councils’ capacity to superviseservice delivery and performadministrative functions. Local governmentsare now in a position to contributeto service and infrastructure, such as waterand sanitation, feeder roads, and offgridpower. Local councils hold regularmeetings and produce minutes, citizensparticipate in meetings, participatory developmentplanning has taken root (althoughscope remains for improvement),accounts are completed on time and regularlyaudited, and financial informationis disclosed.

sierra leone35The strategy also sought to orient, sensitize,and educate all key stakeholders onthe new local government system, and theroles and responsibilities, functional relationships,and accountabilities of variousagencies. The stakeholders targeted weregovernment ministries, departments, andagencies, local councils, training institutions,civil society, media, NGOs, and theprivate sector.Surveys of trust in public institutionshave been encouraging. They suggest thatpublic confidence in local councillors hasincreased over time, with local councilsmaking the largest gains among politicalinstitutions between 2007 and 2008.These improvements would have not beenpossible without the Local GovernmentAct that created a framework for fiscal decentralizationthrough tied grants to localcouncils to carry out the responsibilitiesdevolved to them and to meet their administrativecosts. Budgeted transfers tolocal councils increased from Le19 billionin 2005 to Le34 billion in 2009, an increaseof 44 percent. With the exception of 2007,when there were national elections, actualtransfers increased during the same periodby 150 percent, reflecting an increasein budgeted transfers from about 70 percentin 2005 to about 98 percent in 2009.The provisional figures for 2010 indicatethat the budgeted amount for that yearwas more than 50 percent higher than for2009 and that the actual transfers werehigher than the budgeted amounts. Thisis a remarkable achievement for a countrywith a history of centralization.Support to the capacitydevelopment processNational investmentsThe process of decentralization, stronglyadvocated by the Decentralization Secretariatand the Local Government FinanceDepartment, was made possible by investmentsin capacity development at theinstitutional, organizational, and individuallevels. In particular, the legislativeframework provided by the reestablishmentof local governments, and the associatedregulations for political, fiscal, andadministrative decentralization provided(with some exceptions) a robust foundationfor decentralization by devolving keyfunctions from the central government tolocal councils.Investment in capacity development focusedon strengthening local governancethrough a rapid results approach and actionlearning on prioritization of developmentissues, using development projectfunding, participatory planning process-Capacity development investmentsThe decentralization process was made possibleby investing in the capacity development ofinstitutions, organizations, and individuals.The legislative framework, including regulationsfor political, fiscal, and administrativedecentralization, provided the enablingenvironment for the reestablishment of the localgovernments system.The approach involved a conscious effort toenable local councils to enhance their abilitiesto identify and sustainably address developmentchallenges.Action learning on prioritization of developmentissues, participatory planning processes, coachingfor senior officers, and technical and managerialtraining.Introduction of a competition-based incentivesystem for strengthening local councilsadministrative performance.The strategy sought to orient, sensitize, andeducate all key stakeholders on the newlocal government system, including roles andresponsibilities, functional relationships, andaccountabilities of various agencies.

36 Capacity: ResultsFind out morePlease contact Tommaso Balbo di VinadioWorld Bank InstituteEmail: tbalbodivinadio@worldbank.orgOr: Vivek SrivastavaEmail: vsrivastava@worldbank.orgOr: Marco LarizzaEmail: mlarizza@worldbank.orgWeb: http://wbi.worldbank.org/wbi/es, coaching for senior officers, and technicaland managerial training. Publishinglocal council rankings based on theComprehensive Local Government PerformanceAssessment System, and linkingthose scores to development funding,offers a strong incentive for strengtheningadministrative performance. Localcouncils are now fully staffed and operational:each council has a core staff ofdevelopment planners, internal auditors,monitoring and evaluation officers, andprocurement officers with the necessarycapacity to manage their service deliveryfunctions.Development partners’ supportThe process of decentralization in SierraLeone was supported by the InstitutionalReform and Capacity Building Project (financedby the International DevelopmentAssociation). Its project development objectivewas to “support the post-conflictGovernment of Sierra Leone to establisha functioning local government systemand improve inclusiveness, transparency,and accountability of public resourcemanagement at all levels of government”.A multi-donor trust fund financed by theEuropean Commission and the UK Departmentfor International Developmentalso provided support.The project’s capacity building approachinvolved a conscious effort to enable localcouncils to enhance their abilities toidentify and sustainably address developmentchallenges. The capacity buildingprogramme did not limit itself to trainingor transfer of knowledge and skills—thetraditional focus of capacity building programmes––buthelped develop the necessaryenvironment for stakeholders to effectivelyundertake their responsibilities.Accordingly, capacity building supportwas provided for information, educationand communication activities, training,organizational and institutional development,financing and financial management,physical infrastructure, and logisticsand equipment.(The story draws from V. Srivastava and M.Larizza. 2011, “Decentralization in PostconflictSierra Leone: The Genie Is Out of theBottle”, in P.Chuhan-Pole and M. Angwafo(eds) Yes Africa Can: Success Stories from aDynamic Continent, Washington D.C, WorldBank.)

UGANDA37UGANDA – Using multi-stakeholderprocesses for capacity developmentin an agricultural value chainContextThe vegetable oilseed sub-sector is oneof seven strategic areas selected by theUgandan Government’s Poverty EradicationAction Plan. Oilseeds accountfor over 60 percent of the country’s vegetableoil production, and directly affectthe livelihoods of over 12 million Ugandans.However, production cannot meetdomestic demand: around 6o percent ofthe vegetable oil consumed in Uganda isimported as crude palm oil and blendedwith locally produced sunflower oil.Multi-stakeholder platforms are a key vehiclefor building capacities in the valuechain. They promote shared understanding,collaboration, and innovation. Thisintervention focused on establishing effectivenational and regional platforms, whilestrengthening the capacities of specificactors. The platforms engage producer organizations,small-, mid- and large-sizedprocessors, input suppliers, traders andwarehouse owners, government agencies,research organizations, higher learninginstitutions , financial institutions, businessdevelopment service providers, anddevelopment organizations.Development resultsDialogue and concerted action broughtgreater efficiency throughout the valuechain and within four years there weresignificant gains, not just in engagingfarmers, but also in production, productivity,and farmers’ incomes. Sunflowerbecame the leading raw material for edibleoil processing in Uganda and therewas substantial import substitution ofpalm oils. All this is currently helpingthe country to save some $100 million peryear. Sesame and maize oil productionhas also increased.As a result of increased interaction betweenactors in the value chain, severalinput suppliers collaborated to make betterseed varieties available to farmers.ResultsSunflower became the leading raw material foredible oil processing in Uganda.The country is saving some $100 million per yearin import substitution of palm oils.Input suppliers have made better seed varietiesavailable to farmers.Better harvest collection practices broughtefficiency gains to both farmers and processors.A rural market information system empoweredfarmers.Banks created new financial products forsmall farmers, and a number of actors joinedto successfully advocate for more conducivegovernment policies and financing for the subsector.

38 Capacity: ResultsBetter harvest collection practices broughtefficiency gains to both farmers and processors.A rural market information systemempowered farmers, better price arrangementsbenefitted both farmers andtraders, and more effective practices andimplements were extended. Banks, meanwhile,created new financial products forsmall farmers, and a number of actorsjoined to successfully advocate for moreconducive government policies and financingfor this sub-sector.In the former conflict areas of eastern,northern, and northwestern Uganda particularly,the sunflower industry was revivedand annual production rose steadilyto over 300,000 tonnes in 2009. The priceof oilseeds also grew from some UGS 200per kilo (€0.05) in 2007 to UGS 700 per kilo(€0.18) in 2010, with a corresponding risein farmer incomes. Poor households alsobenefitted from more stable conditions formarketing their product. Some 100,000farmers now produce oilseed, benefittingmore than 500,000 people. It is estimatedthat in the long term, some 400,000 farmersand their families could benefit.Enhanced performanceThe interventions helped create multistakeholderdialogue and actions. Theymade producer groups stronger, whichCapacity development investmentsMulti-stakeholder platforms are a key vehicle forbuilding the value chain. They promote sharedunderstanding, collaboration, and innovation.Promotion of dialogue and relations betweenactors in the value chain.brokered access to value chain financing.Creation of business-to-business links andorganization of service providers themselves intoclusters.Advocacy for more effective public policy.helped them develop into market-led cooperatives.They also brokered access tovalue chain financing, created businessto-businesslinks, helped service providersorganize themselves into clusters, andsupported advocacy for effective publicpolicy management.SNV Uganda involved local capacitybuilders in planning, processing, implementing,and evaluating the activities,and in documenting the results.The key growth in capacity has been thedevelopment of multi-stakeholder relations,which have been substantiallyimproved by active dialogue. An externalevaluation, using the 5C framework,showed that the ability to relate has grownstrongly, both within the value chain andwith external actors. That, in turn, has significantlystrengthened the value chain’sability to deliver meaningful developmentresults.

UGANDA39Support to the capacitydevelopment processNational investmentsThe potential of the vegetable oilseedsubsector has been realized by the valuechain actors themselves. These actorsgenerated further interest in the sector’sdevelopment among donors and otherdevelopment organizations, researchers,public institutions, NGOs, and local andinternational financial institutions.Government policies on liberalization andprivatization were conducive to the sector’sdevelopment by creating an enablingenvironment for investments. Restoredpeace provided political stability, which,in turn, contributed to the return of farmingfamilies. Production was also boostedby rising global food prices and a high nationalpopulation growth and demand forfood, including cooking oils. An expandingdomestic market and the wider EastAfrican market have contributed to makethe sector more dynamic.Find out morePlease contact Bernard Conilh de BeyssacSenior Advisor, Agriculture, SNV UgandaEmail: bconilh@snvworld.orgPhone: + 256 414 563 200Web: www.snvworld.orgUgandan commercial banks also supportedthe process. An agricultural loan guaranteescheme with Stanbic CommercialBank was negotiated for oilseed farmersto access loans for ploughing implementswith a 50 percent guarantee from donors,which benefitted 50,000 producers. TheCentenary Bank developed an AnimalTraction Loan (leasing), secured by businesscontracts between farmers and processors,using farmers’ Savings and CreditCooperative Organizations.Development partners’ supportSNV collaborated with Wageningen andMakerere universities, local consultants,and NGOs to provide flexible capacitydevelopment for the multi-stakeholderprocesses and to groups within the valuechain. The team provided between 100and 300 days of input per year.As the collaboration within the value chaingrew, it attracted donor contributions. Thenational multi-stakeholder process negotiateda guarantee scheme from DANIDAfor the Uganda National Agro Dealers Associationto access imported hybrid seedsfrom Mukwano Industries and to distributethem to farmers. USAID and DANIDAsupport helped to set up practical demonstrationsof how to improve agronomypractices. IFAD and the Uganda Governmentcommitted to support the productionof local hybrid varieties.

40 Capacity: ResultsZAMBIA – Support tothe water sectorContextAccess to safe drinking water is a keyfactor in the economic and social developmentof any country. Zambia has apopulation of 13.5 million people and anurbanization rate of 39 percent, but as recentlyas 2006 only two-thirds of the country’surban population had access to safedrinking water. This was largely due topoor town planning and investment strategies,along with inefficient managementstructures, unclear division of responsibility,and rapid increases in Zambia’s urbanpopulation.Development resultsSince 2006, the provision of safe watersupplies to urban dwellers has increasedfrom two-thirds of the population to morethan three-quarters. With combined investmentsin infrastructure and capacitydevelopment, the installation of 400ResultsInvestments in infrastructure and capacitydevelopment have helped bring clean drinkingwater to more than 77 percent of urban dwellers.400 ‘water-kiosks’ have given 800,000 people inlow-income urban and peri-urban communitiesaccess to safe drinking water.‘water-kiosks’ has given 800,000 people inlow-income urban and peri-urban communitiesaccess to safe drinking water.The government is planning to expandaccess to the entire urban population – anadditional estimated 2.85 million people –by 2015.Enhanced performanceThe 1994 National Water Policy reformedZambia’s water sector, which is regulatedand economically sustained by theNational Water and Sanitation Council.Among the most significant outcomeswas the establishment of 11 CommercialWater Utilities, which provide water andsanitation services to 92 percent of the urbanpopulation.The optimization of institutional structuresand processes has made water andsanitation institutions perform better. Thisis part of an approach that has enhancedcapacities at the political, organizational,and individual levels, which has enabledresources to be managed more effectivelyand has produced tangible results.Training has enabled ministries, localgovernments, and utilities to identifytheir needs and plan for their organizationaland infrastructure priorities. Forexample, the National Water and SanitationCouncil now monitors the progressof commercial utilities and produces

ZAMBIA41The experience of successful planning andimplementation has allowed local governmentsand the commercial utilities to developfurther sanitation and water supplyprojects. The Devolution Trust Fund is amulti-donor basket fund, including fundsfrom the Zambian Government, the governmentsof Denmark, Germany, andAustralia, and the European Commission.A supervisory board oversees disbursementof funds to projects and providesthe framework for the developmentof the water and sanitation sector in Zambia.The Fund places particular emphasison results, such as the number of peoplewith services. It has funded the expansionof the implementation model and the developmentof a national scaling-up strategyfor water and sanitation. It is hopedthat with the Fund’s support, the nationalprogramme will be able to service mostof Zambia’s peri-urban areas within thecoming years.an annual report on their activities andachievements.With a view to ensuring sustainability,beneficiaries pay a subsidized tariff forwater and sanitation services which coversthe systems’ long-term maintenance. Thecommercial utilities, for their part, haveunderstood that their clients’ willingnessto pay for services is linked to the qualityof the services provided. Therefore, clientsatisfaction is now driving the utilities’management capacities and service orientation.The introduction of standard operatingprocedures and the development ofa monitoring and reporting system haveallowed achieving cost recovery throughsales at water kiosks and from meteredconsumers.Support to the capacitydevelopment processNational investmentsGovernment leadership to move forwardwith the reforms has been critical; this includedthe political will to create a regulatorybody for the privatization of parts ofthe operations. The Government leadershipalso made adequate budgetary provisionsto support the implementation ofsuch institutional changes. Several lawsand regulatory frameworks were introducedand, in 2008, the National Waterand Sanitation Council implemented theRegulation by Incentives programmeCapacity development investmentsNational leadership supported reforms in thewater sector and introduced new laws and aregulatory framework in the water sector.National leadership ensured adequate budget forimplementation of reforms.Establishment of 11 commercial water utilities.Client satisfaction is driving the utilities’management capacities and service orientation.Introduction of standard operating proceduresand an M&E system.

42 Capacity: ResultsFind out morePlease contact Eberhard GollEmail: eberhard.goll@giz.dePhone: 00260-211291918Web: www.giz.dewhich drove improvements in water andsanitation services.Development partners’ supportZambia’s development partners combinedcapacity development (through long-termtechnical cooperation provided largely bythe German Government) with financefor selected utility infrastructure projectsand contributions to the multi-donor basketfund.Capacity was developed through a combinationof participatory organizationaldevelopment and policy advice with individualskills and career building. The regulatoryauthority, commercial water supplycompanies and district governmentsall benefitted from participatory reviewsof their structures, procedures, and capacities.This also led to improved operationalskills, procedures, and manuals, anda greater orientation to service and commercialsustainability. Individual skillswere addressed through formal trainingcourses, workshops, and exchange of information.This approach to capacity developmenthelped institutions and other stakeholdersto improve their grasp of their obligationsand responsibilities. It also helpedto bridge the gap between the demandand supply sides of service delivery, particularlymaking the supply process morecoordinated and effective. The approachwas piloted for two years, after which thenational authority adopted it as the standardstrategy for urban water supply.

43ZAMBIA – Building capacity of smalland medium-sized businesses:the Zambia Chamber of Small and MediumBusiness AssociationsContextThe Zambia Chamber of Small and MediumBusiness Associations (ZCSMBA)was established in 2000 as a national bodyto represent the interests of micro, small,and medium enterprises (MSME) in thecountry. It is a private organization drivenby its 96 member associations representingmore than 200,000 MSMEs.Until 2009, Zambia had no policy on smalland medium enterprises. The absence of acoherent and separate regulatory and fiscalregime, along with an unfriendly businessenvironment, was the main obstacleto developing the small scale business sectorin Zambia. ZCSMBA was establishedto provide a prominent forum throughwhich business association leaders andmembers could advance and protect theinterests of MSMEs in public policies, facilitateand stimulate the provision of demand-drivenbusiness development servicesto MSMEs by business associations,and develop an internal management andbusiness development support system fordedicated and committed business associations.In order for ZSCMBA to achieve its objectives;it has employed the following strategies:(i) invested in its staff members byincreasing their skills and knowledge(ii) leveraged its partnerships with privatesector organisations to increase thescope of services its members can getfrom them; (iii) undertaken issue basedlobby and advocacy campaigns on issuesidentified by its wider membership; (iv)provided training to local trainers whounderstand the environment in theirrespective localities; (v) mobilized ef-ResultsThe Zambia Chamber of Small and MediumBusiness Associations is a member-drivenorganization representing more than 200,000businesses.A national membership organization organizedfrom the grassroots with minimal reliance oninternational aid.Successfully influenced Government policies todevelop a friendlier business environment forSMEs including lowering the costs of licenses andpermits.1,000 entrepreneurs were trained in variousbusiness skills, such as developing businessplans and leadership skills.Facilitated access to credit for SMEs.Supported access to markets for rural farmers.Established telecentres and provided ICT trainingin rural areas.At least 40% of beneficiaries are women.

44 Capacity: ResultsZCSMBA and its member associations lobbiedthe Government of Zambia to developan SME policy promoting a friendly businessenvironment for SMEs. The Governmentapproved and adopted thepolicy in 2009 and, for the firsttime, the country had a policy detailinginterventions and initiativesspecific to SMEs that wouldenhance and organise their contributionto the economy. Withthe policy in place, ZCSMBA alsolobbied with the Governmentto improve access to the CitizenEconomic Empowerment Fund,which had not been readily accessibleto its members.fectively its network of members spreadacross the whole country, (vi) participatedin national and technical committeeswhere relevant issues for its membershipare discussed.Development resultsCapacity development investmentsInvested in its staff members by increasing theirskills and knowledge.Leveraged its partnerships with private sectororganisations to increase the scope of services itsmembers can get from them.Undertaken issue based lobby and advocacycampaigns on issues identified by its widermembership.Provided training to local trainers who understandthe environment in their respective localities.Used effectively its network of members spreadacross the whole country.Participated in national and technical committeeswhere relevant issues for its membership arediscussed.In 2009, ZCSMBA, in collaborationwith the Zambia BusinessForum, has also lobbied successfullythe Ministry of Commerce, Trade andIndustry and the Lusaka City Council fora reduction in the license and permit feescharged on its members and other SMEs.The project has helped to enhance theskills of its member associations. Between2007 and 2010, some 1,000 entrepreneurswere trained in various business skills,such as developing business plans andleadership skills.ZCSMBA signed a Memorandum of Understandingwith the National Savingsand Credit Bank establishing a facilityof US$500,000 for exclusive financing ofZCSMBA affiliated members at affordableinterest rates and more relaxed lendingterms.Seven agribusiness centres located in ruralareas provide information on marketaccess for smallholder rural farmers. Thecentres are also used to train members inICT skills. ZCSMBA has also developedthe capacities of district business associationsto write proposals. To date, one centrehas successfully secured funding.The project has mainstreamed gender inall its activities. This has included ensuringthat at least 40 percent of project beneficiariesat all levels are female. This is inline with the proportion of female mem-

45bers in Business Associations affiliatedwith ZCSMBA. Of the 394 direct beneficiariesof various exchange visits and trainings,such as training in leadership skills,business proposal writing, business management,board roles and responsibilities,180 have been women.Enhanced performanceThe project has significantly enhancedZCSMBA’S institutional and human capacity.When the project started, ZCSM-BA had five staff. It now has 15 full-timestaff. The Chamber has also permanentand fully equipped offices, and other capitalassets, including vehicles. This allowsit to effectively and efficiently implementits activities and to communicate with itsstakeholders.Studies have assessed changes in the operatingenvironment of small and mediumenterprises. With the support of theZambia Information and CommunicationsTechnology Authority, three districtbusiness associations were funded. Theynow have state-of-the-art, multipurposetelecentres where members can access Information.ZCSMBA continues to play the role ofmiddle-man between its member associationsand the Government, linking memberswith service providers for the members’various capacity needs.Support to the capacitydevelopment processNational investmentsFind out morePlease contact: Ms. Patience Sakuringwa(Executive Secretary)Email: zcsmba@hrdp.co.zmPhone: +260-211-254855/253372Web: www.zcsmba.orgZCSMBA was formed by Zambian promoterswho received catalytic fundingfrom The African Capacity BuildingFoundation. Its members comprising indigenousSMEs have contributed theirown resources to make the public-privateinterface forum operational. ZCSMBA hasalso managed to attract financing fromthe Zambia Governance Fund.Development partners’ supportA number of donors are financially supportingZCSMBA, which has managed toraise $1.5 million to date. Financing fromthe International Finance Corporationhas been used to help prepare ZCSMBA’sstrategic plan and other capacity buildingneeds. The European Commission hasco-financed some of ZCSMBA’s projects,including the construction of a resourcecentre for small and medium enterprises.ACBF funding has enabled computers,furniture, and literature to be purchasedfor the centre. The Canadian InternationalDevelopment Agency have signed aMemorandum of Understanding, throughInternational Trade Centre, and have contributed(US)$28,000 towards trainingwomen exporters.Other partners were expected to add theirsupport during 2011, including the governmentsof Saudi Arabia and Finland,the African Development Bank, and theTrade Facilitation Office of Canada.

GETTING TO SUSTAINABLERESULTSTHATMATTERTobeefectiveforsustainableresults,aidanddevelopmentcooperationmustsupportcountryefortsratherthanreplacethem,buildingonexistingcapacityandinclusivecountryownership.Thesecase<strong>stories</strong>from Africa,AsiaandthePacific,EuropeandLatinAmericailustratehowcountry-ledcapacitydevelopmentprocessescanleadtosustainabledevelopmentresults.TheLearningNetworkonCapacityDevelopmentisaninformalandopennetworkofindividualsandorganisationssharingacommoninterestinimprovingcapacitydevelopmentpractice.Thenetworkaimstopromoteandfacilitatesharingoflessonsandlearningoncapacitydevelopmentandpromotechangesforbeterpracticeattheglobal,regionalandlocallevels.LenCDLearningNetworkonCapacityDevelopmentwww.lencd.org