Institutional Capacity Development. 1. Strengthening BTEB’s capabilities in the development of curricula including environmental, occupational health and safety curricula through support to BTEB in: (a) BTEB’s close interaction with the industry and the ISCs, and the learning from good international practices;
Institutional Capacity Development. The Volunteer Consultant program is being used in all countries where TNS operates, now without Matching Grant funding, and TNS has a full-time activity coordinator. Country programs are incorporating the use of volunteers into their funding proposals, not simply to complement the staffing of a project but to increase TNS cost effectiveness.. Volunteer scopes of work are now expected to more systematically dedicate a portion of the volunteer’s time towards staff training based on specific program staff needs. For instance in Kenya, vol cons helped create and implement a SME client portfolio review system. This not only provided standardized tools for analyzing client performance, it helped catalyze a cultural change, promoting team work, documenting and sharing lessons learned, and collective problem solving across SME sectors. Having amassed a xxxxxxxx xxxx of volunteer experiences and to assist with the program’s ongoing funding needs, TNS may consider conducting a more in-depth analysis of the impact of volunteer assistance on client performance. This would dovetail well with TNS’s plans to implement a client satisfaction survey and the organization’s broader efforts to maintain and systematize high-quality service delivery amidst an ambitious growth strategy. Business Plan Competitions are being held in most TNS-presence countries. The earlier competitions carried out in El Salvador and Nicaragua have served as learning platforms for subsequent competitions in Africa, which now incorporate an after-care program for finalists, who receive vouchers to access services to strengthen their businesses from accredited local BDS providers. Other aspects have evolved as well, such as focusing the competition on certain industry sectors or target groups in order to attract more ideas with potential rural, women, youth or other demographic impact. The ability to quickly respond to donor interest and launch competitions in new countries has been facilitated by the codification of the BPC curriculum and best practice.. The BPC has proven a creative tool for SME pipeline development. The result has been a growing interest by public and private donors. This has created a new opportunity for TNS, to complement its value chain work, and to create great overall impact. In Guatemala, TNS has identified two clients through the BPC and successfully raised private funding to assist them. The growing BPC portfolio has also led TNS to establish an internal Entrepreneurship Pr...
Institutional Capacity Development. To summarize those recommendations mentioned earlier, TNS should consider the following. • Continue the diversification of sponsors and resource partners. Partnerships with foundations such as Google and Cargill should be maintained and strengthened. • Continue to integrate activities like CS, BPC, and volcons directly into new and ongoing country programs. • Conceptualize, vet, and design new activities with both headquarters and field staff as active partners. • Build into new activity designs sufficient flexibility that allows modification and adaptation for specific characteristics of target countries and regions. • Provide sufficient incentives (salary, benefits, and promotion prospects) to attract and retain the best possible staff who can partner effectively with volcons. • Set targets that best measure meaningful results (not inputs) and adjust them over time to reflect actual performance. • Keep USAID/W, country bilateral Missions, and other sponsors informed about TNS’s entire portfolio and performance.
Institutional Capacity Development. A three-pronged approach is being adopted for interventions under this component, which will assist GoR and the Investment Program ULBs in furthering the reforms, already being initiated by GoR; such as (i) computerization, tax assessments and infrastructure mapping through a Geographic Information System; (ii) facilitating transition of ULB accounting functions to a double-entry accounting system through computerization of accounting and financial management functions – in line with GoR’s ongoing SUARAJ program; and (iii) providing training to Investment Program ULBs and State line department staff on Investment Program implementation, better management of urban services, and urban governance through identified training institutions like the Rajasthan Institute of Local Self Government (RILSG). This component under the Investment Program aims to institutionalize a system to facilitate the transition of urban service management responsibilities to the ULBs and to address the ability of the Local Self-Government Department (LSGD) to oversee this service delivery by the ULBs and to ensure that ULBs plan, provide and sustain service provision.
Institutional Capacity Development to strengthen organization, increase coordination, monitoring and financing of urban transport subsector; and
Institutional Capacity Development. Partners were successful in building bridges between the university and the public, private, and NGO sectors. This occurred through project activities where participants from the government, private sector and NGOs worked alongside university researchers to explore potential solutions to development problems in AgESS areas. The outcome of the final stakeholder workshop was to produce a report with recommendations for university administrators to act upon to maintain the linkages between the public and private sectors that developed through this project. The Report (Appendix F) illuminated the need for continuous collaboration between Malawian institutions and stakeholders to increase the productivity of the Malawian workforce. Key findings included the need for practical and applicable research, on-the-job training through internships and guest lecture series, creative funding schemes for skills-building and action research, and a higher education policy that links the needs of the institutions and stakeholders.
Institutional Capacity Development. 1. Increasing the capacity of CNOSEGE in its effort to coordinate and raise support for the education sector reforms, through the provision of goods, consultant services and training.
Institutional Capacity Development. The institutional capacity development will be provided for implementation of the Project as follows:
Institutional Capacity Development. Preparation of a 20 year strategic master plan for the State’s highway development including (i) long term visions and goals; (ii) action program; (iii) financing plan; and (iv) monitoring and evaluation system with performance indicators and targets.
