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DEMANDING GOOD GOVERNANCE TO IMPROVE DEVELOPMENT OUTCOMES

DEMANDING GOOD GOVERNANCE TO IMPROVE DEVELOPMENT OUTCOMES. Lineth Oyugi Institute of Policy Analysis and Research - Kenya. IPAR. An independent, indigenous and non-partisan private organisation Established in 1994. A non-profit body mandated

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DEMANDING GOOD GOVERNANCE TO IMPROVE DEVELOPMENT OUTCOMES

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  1. DEMANDING GOOD GOVERNANCE TO IMPROVE DEVELOPMENT OUTCOMES Lineth Oyugi Institute of Policy Analysis and Research - Kenya

  2. IPAR • An independent, indigenous and non-partisan private organisation • Established in 1994. • A non-profit body mandated • Conduct evidence based social science policy analysis and research, and training, • Aimed at improving human welfare. • IPAR shares its policy findings with the government of Kenya, its development partners, private sector, and civil society

  3. IPAR involvement with TAP • Beneficiary of the 1st and 2nd funding phase. • Tracking of absenteeism of service providers; PET (education funds) • Financing of field work – to inform evidence based policy formulation • Learning from peers through sharing of information, both formally and informally • Technical assistance from experts • Fostering problem solving through networking • Learning best practice from peers.

  4. Improving governance and development outcomes Role of IMOs • Undertake demand driven research and policy analysis • Respond to Government request for TA • conduct annual evaluations –Economic Recovery Strategy paper • Technical assistance to various Sector working groups during budget formulation process

  5. Improving governance and development outcomes cont’ • Undertake supply driven research and policy analysis – proactive research • Based on the country’s national development agenda, IPAR designs its research programmes to interrogate government policies • Offering internship to senior civil servants and employees of CSO • Organise workshops, and disseminate research findings • Examples: • Assess the capacity of government to implement its policies Vision 2030 (Revenue capacity, HR capacity, Technology transfer, institutional capacity , investment environment, etc) • Budget Monitoring (formulation, Approval, implementation, Auditing) • Assessing the linkage between planning and budgeting –are the government priorities revealed in the budget allocations

  6. Improving governance and development outcomes • Tracks usage of funds • Interface between the various tiers of government –strength of the planning and budgeting linkages • Government absorptive capacity (PETs) • Misappropriation of funds (who actually benefits) • Establish/build institutional capacity • Engage on an issue long enough to establish institutional competencies • Provide alternative policy fora for the public to engage the policy makers

  7. THANK YOU

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