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The Lake Victoria Initiative
• Initiated in 1999.
• A time frame of 20 years is envisaged.
• Objective: to contribute to poverty
reduction within a framework of sustainable
• a regional Approach
• Strategic Partnership agreement signed in
2001 twn EAC, Sweden, France, Norway,
Lake Victoria Strategy - the areas
of intervention
• Capacity development for sustainable
• Empowerment of Communities & individuals
• Sound environment and sustainable use of natural
• Combating HIV/AIDS
• Private sector development for economic growth
Special emphasis to be given to multidimensional
programs and projects - promote the three
dimensions of sustainable development
Capacity development for
sustainable development
Support to organisations within the EAC
Support to regional co-operation
Support to civil society organisations
Support to local authorities
Knowledge development of the links between
poverty reduction and sustainable development
Capacity building strategies
• Technical assistance Mainly for project
management expertise. short term and not build
• Use of local/regional consultants to beef up slim
• Tailored courses. Courses tailored to suit the local
environment with participants working on local
case studies.
• Research responding to local needs and problems
encourage partnering across countries and across
Capacity building strategies
Exchange of experiences/sharing of best practices thru
Partnerships (north-south) - Swedish NGOs partnering
with east African NGOs. mixed results.
Study tours, between organizations with similar
mandates. Visits always based on ToR that identify the
possible learning areas, which experiences are relevant.
Good results.
Regional networks and collaboration between different
bodies positive peer pressure, also serves to ensure non
duplication of interventions.
• institutional set up and institution building
important. No parallel structures
• Human resource development concurrent
with institutional development.
• Should respond to need (enable individuals
to perform their jobs better) and be based on
a capacity needs analysis/plan.
• importance of clear definition the capacity
building objectives- insufficient definition
and preparations result in ambiguous results
• Ownership - both the processes and
products must be owned – No donor labels
• The understanding of partnership vis-a-vis
the donor-recipient relations.
• Long chain of channeling the support
• High/distorted expectations of the partners
when you talk about capacity building.
• How to balance institutional strengthening,
capacity building and direct activities as
Maximising benefits
• Critical is to address the underlying causes
of poverty such as poor governance,
unsupportive policies and lack of
• Institutional achorage
• Involvement + enhanced collaboration
(CSOs, Govt, PS)
• Decision making at lowest appropriate level
• Thank you