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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
development
• a regional Approach
• Strategic Partnership agreement signed in
2001 twn EAC, Sweden, France, Norway,
WB,EADB.
Lake Victoria Strategy - the areas
of intervention
• Capacity development for sustainable
development
• Empowerment of Communities & individuals
• Sound environment and sustainable use of natural
resources
• 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
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Support to organisations within the EAC
structure
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
dependence.
• Use of local/regional consultants to beef up slim
staffing
• 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
disciplines.
Capacity building strategies
Exchange of experiences/sharing of best practices thru
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Partnerships (north-south) - Swedish NGOs partnering
with east African NGOs. mixed results.
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Study tours, between organizations with similar
mandates. Visits always based on ToR that identify the
possible learning areas, which experiences are relevant.
Good results.
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Regional networks and collaboration between different
bodies positive peer pressure, also serves to ensure non
duplication of interventions.
Experiences
• 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.
Experiences
• 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
Challenges
• 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
appropriate.
Maximising benefits
• Critical is to address the underlying causes
of poverty such as poor governance,
unsupportive policies and lack of
participation.
• Institutional achorage
• Involvement + enhanced collaboration
(CSOs, Govt, PS)
• Decision making at lowest appropriate level
• Thank you