Institutional Capacity Building Sample Clauses
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Institutional Capacity Building. In its endeavour to ensure better quality service delivery which meets the ever increasing expectations of the public in general and businesses, the 2007-2013 period witnessed the public administration embarking on a number of actions, ranging from: legislative initiatives, better regulation, up-skilling of employees, review of work processes and practices and ICT investment. Particularly, within the overall context of continuous education and training, during the said period Government developed the competencies and remit of the Public Service’s main training agency, namely the Centre for Development Research and Training (CDRT). In addition, specialised/ technical training was provided by the respective Line Ministries. Government has enhanced and expanded its training and re-training programmes for its employees in line with its own lifelong learning objective. Main areas included financial regulations and basic skills related to financial management, public procurement, project management and other relevant skills, national environmental and planning legislation, and Community policies. Figure 1.11 below highlights an increasing trend in terms of the number of public officials attending CDRT courses. 2007 2008 2009 2010 2011 2012 Female Trainees Male Trainees Figure 1.11 – Public officials attending CDRT courses organised between 2007 and 2012 190 The reform of the public service undertaken over recent years has sought to strengthen the leadership of the public service through various measures whereas the present public service reform is more focused towards strengthening the public administration's capacity to perform efficiently and 189 Pg 36, EU High Level Group of Experts on Literacy, Final Report, September 2013, European Commission, is available on: ▇▇▇▇://▇▇.▇▇▇▇▇▇.▇▇/education/literacy/what-eu/high-level-group/documents/literacy-report.pdf . 190 Sourced from Centre for Development Research and Training (CDRT) – Annual Reports 2007-2012. effectively whilst providing a quality service. The enactment of the Public Administration Act in 2009 was a hallmark development and its phased implementation generated the introduction of simplified processes in the human resources sector within the Public Administration together with the devolution of specific responsibilities. Another two major milestones were the enactment and implementation of the Freedom of Information Act (Cap 496)191 in 2012 and the introduction of the Whistle Blower Act192 in 2013, as ...
Institutional Capacity Building. This component will support development of a policy and institutional framework for hazard risk governance, management and capacity building at the national level. Country capacity and needs assessments, human resource development plans, capacity building action planning for risk management, national risk information, communication and knowledge management framework are some of the activities that could be supported.
Institutional Capacity Building. (a) Support to PROMEX for enhancing its capacity to deliver business facilitation and promotion services through developing an investment promotion strategy, preparing marketing materials and web-site information, and developing outreach activities in priority sectors;
(b) Support to MFPRD for developing strategies, programs and services of public institutions interfacing with the private sector aimed at facilitating such interface; and
(c) Support to the MFPRD to strengthen financial management for autonomous public institutions, public enterprises and private companies with public participation. All of the above Part B.3 activities to be supported through the provision of technical advisory services, equipment, training and workshops.
Institutional Capacity Building. Work sessions with Ziguinchor partners (CNFTEFCPN, LTAEB, UZIG)
Institutional Capacity Building. Strengthening of the institutional capacity of the National Renewable Energy Center to assist in the carrying out of the Project, including: (i) the preparation of business plans; (ii) work programs; (iii) Project monitoring and evaluation; (iv) Project reporting; (v) Project management; (vi) incremental costs; and (vii) the provision of training and technical assistance therefor.
Institutional Capacity Building. 1. Provision of logistical support, technical advisory services, and training to Beneficiary cities, Beneficiary Districts, and the Recipient’s relevant ministries, departments, and agencies for purposes of implementation of municipal improvement activities defined in the respective MSP of the respective City Contract and carrying out of studies for purposes of:
(a) Improvement of resource mobilization: support to improvement of local tax assessment and collection, including activities such as street addressing, urban and financial database preparation, improved land registration filing, preparation of practical handbook on resource mobilization, training, and logistical support.
(b) Improvement of accounting procedures and municipal management, including operation and maintenance capacity: (i) preparation and dissemination to Districts and cities of practical handbook on accounting and budget management and of financial ratio guide; (ii) provision of technical and logistical support to financial management units of Districts of Project implementation; and (iii) preparation, implementation, and monitoring of PMP.
(c) Improvement, in collaboration with cities Alliance, of urban planning practices and carrying out of sector studies in support of selected reforms in decentralization, urban planning, land management, and urban environment.
(d) Improvement of urban environmental and social management through: (i) provision of training in urban environmental management; (ii) provision of support to social intermediation activities; (iii) provision of support to City and District-level HIV / AIDS programs in Kigali; (iv) preparation of RAPs as needed; and (v) preparation of strategic drainage plan, including anti-erosion interventions.
(e) Preparation of studies and carrying out of cross-cutting activities: (i) updating of City Contracts in Butare, Kigali, and Ruhengeri; (ii) carrying out of audits and conclusion of City Contracts in three (3) additional secondary cities; (iii) monitoring and evaluation activities, (iv) training activities for Districts, central government staff, and local contractors in information technology, project management, and project execution; (v) other preparation and sector studies; and (vi) provision of training to local contractors and consultants in construction sector in technical implementation and financial management of infrastructure projects, integration of environmental issues in project design and implementation, and urban ...
Institutional Capacity Building. Provision of consulting services and training on Project management, operation of maintenance of Project facilities and sustainable financial management of the PIAs.
Institutional Capacity Building. Since the beginning of the project, 420 people (about 132% of appraisal target) have been trained, including 126 staff from commercial banks - PFIs, 32 from consulting companies, 253 entrepreneurs and 9 representatives from MAFI.
Institutional Capacity Building. Adapted/changed curricula • The partners have developed and implemented 6 of the 8 modules which constitute the new ACE FET. Established new academic programs • The ACE FET in Mathematics program – the only such certification in the region – has been fully endorsed by the KZN Department of Education and approved by UKZN. Promoted workforce development • The 350 secondary teachers trained through this partnership program will have a very positive impact on their students with their improved knowledge of mathematics and teaching skills. Worked with government agencies, NGO groups, and/or private sector groups • The KZN Department of Education worked closely with the partners, providing an unexpected $600,000 in additional funding for teacher training as well as operational support in the recruitment and selection of teachers participating in the ACE FET. The new Casino Management and Aviation Operations diploma programs represent the first of their kind in all of Africa and, according to the TUT partnership director, has “generated enormous industry and government interest in these qualifications.” The partners fully expect students from other African countries to enroll in these programs as well as in the newly revised Events Management diploma program. In light of the keen need to bolster the skills of the tourism workforce not only in South Africa, but on other parts of the continent, it would seem highly unlikely that the demand for these new programs – developed based on international standards – will fade anytime soon. In April this year, the Minister of Tourism, ▇▇▇▇▇▇▇▇▇ ▇▇▇ ▇▇▇▇▇▇▇▇▇, announced that, despite difficult global economic conditions, South Africa’s tourism industry managed to build on the record 15.4% growth achieved in 2010 – when South Africa hosted the World Cup - by growing a further 3.3% and attracting 8,339,354 international tourists in 2011. The newly opened Center for Sustainable Tourism at TUT – with its mission focused on teaching, research, outreach, and extension – also holds much promise to remain a long-term fixture on campus given the emphasis the government of South Africa has placed on tourism as an engine of development and, hence, its need for academic support to better inform its decisions and policymaking. One of the key funding streams for the Center will be short/certificate courses offered to working professionals. (Approval from TUT’s higher administration is pending.) The table below summarizes the main human an...
Institutional Capacity Building. Build institutional capacity of the UG resulting in better coordination of education and research and improved provision of community services in Ghana. The Partnership worked with key stakeholders, including national agencies, community organizations, and other higher education institutions in Ghana. National agencies including the National AIDS/STI Control Program, the Ghana AIDS Commission, the Ministry of Health, and the Ghana Health Service were key partners in many activities, including pre-service and in-service curriculum development, CME trainings, and planning the national symposium. The general stakeholder support of these government agencies also lent to the overall success of the partnership, and we look forward to continuing collaboration. The partnership also engaged with district hospitals (Apam Hospital, St. ▇▇▇▇▇▇▇ Hospital in Akwatia, Agona Sewdru Government Hospital, Kade Hospital, Winneba Hospital, and Asamankese Hospital) in community attachment programs by placing students at these locations. These collaborations with district hospitals were beneficial to both students and communities; students received training and practical experience working in these settings, and the hospitals also gained from hosting dedicated students who will soon be providing care to communities. The partnership also engaged other higher education institutions and associated teaching hospitals in Ghana in program activities. ▇▇▇▇▇ ▇▇▇▇▇▇▇ University of Science and Technology, School of Medical Sciences (KNUST) and Komfo Anokye Teaching Hospital were engaged in the CME in Sunyani, Ghana. The Korle-Bu Teaching hospital associated with the University of Ghana, College of Health Sciences has also been involved, specifically in research activities related to the partnership. Also engaged in faculty development workshops were Valley View University and the University of Development Studies in Tamale and the University of Cape Coast.