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Democratic Republic of Congo. Capacity Development from Ground Zero. CD from Ground Zero. DRC is one of the extreme cases Huge, poorly connected territory Collapse of state institutions—tenuous hold from center Resource curse—poverty amidst mineral wealth (GDP per capita -$300)

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democratic republic of congo

Democratic Republic of Congo

Capacity Development from Ground Zero

cd from ground zero
CD from Ground Zero
  • DRC is one of the extreme cases
    • Huge, poorly connected territory
    • Collapse of state institutions—tenuous hold from center
    • Resource curse—poverty amidst mineral wealth (GDP per capita -$300)
  • Decentralization challenge
    • from 11 to 26 provinces
    • disconnect on transfer of resources from center to provinces
  • Stronger leadership and clearer priorities at provincial level than at center
growing consensus on priorities
Growing consensus on priorities
  • Focus on six cross-cutting capacities:
    • Public finance management
    • Budget management
    • Procurement
    • Modernization of state institutions
    • Decentralization
    • Anti-corruption
  • The tricky part: A multi-donor CD project
    • $50 million from WB and AfDB and re-focusing $350 million UNDP portfolio
cd skills will
CD = Skills + Will

B

Capacity development

Political will/ engaged society

A

Skills, technical assistance, resources

new comittments in the aaa
New comittments in the AAA
  • More attention to “demand-side” institutions—civil society, parliaments, local research institutions, media and private sector
  • Focus on country systems and statistical capacities (numerical targets for PBAs and CSs)
  • More south-south approaches, working through local institutions
  • Country (or joint) management of TA
  • Mutual peer review and accountability approaches
a new way of doing business
A new way of doing business
  • Work at the local level first: demand is strong
  • Focus on the engagement process and building coalitions—rather than supply-driven training—to ensure alignment with country-driven priorities
  • Work with existing assets
    • Local institutions and capacities (churches, local civil society organizations)
    • Refit existing donor portfolios
  • Use networking, South-South exchanges (GDLN) and links to Diaspora
  • Leadership development at local and central levels
next steps
Next steps
  • Participatory governance diagnostics
    • Carried out in three pilot provinces
    • Aimed at engaging local communities on an agreed set of priorities (service delivery and management of public resources)
  • CD assessment and mapping
    • What are the existing assets?
    • Focus on “the how?” and sustainability, drawing on new tools—South-South, twinning, GDLN and social networking tools