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Vulnerability Assessment Building NGO/CBO Capacity Civil Society

Vulnerability Assessment Building NGO/CBO Capacity Civil Society. Code of Ethics for Professional Associations Private Sector. Local Government Local Leadership Training Municipal Front Office Independent Audit Debt Management Disclosure of Assets. Building Bridges Conflict Management

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Vulnerability Assessment Building NGO/CBO Capacity Civil Society

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  1. Vulnerability Assessment Building NGO/CBO Capacity Civil Society Code of Ethics for Professional Associations Private Sector Local GovernmentLocal Leadership TrainingMunicipal Front OfficeIndependent AuditDebt ManagementDisclosure of Assets Building Bridges Conflict Management Participatory Budgeting Local-to-Local Dialogues Integrity Pact Commercialization of Services EMIS Urban Governance Index Urban Poverty Profile Urban Bribery Index City Consultation Urban Pact Report Cards

  2. The Local Elected Leadership (LEL) Series Key Competencies for Improving Local Governance

  3. Providing means for results Understanding need for new mandate Interaction, diff. interest best decision, Identify, analyse options, act Enabling Policy Making Decision Making Raising allocating public funds Negotiating Personal, position Results Financing Using Power Overseeing Facilitating Fostering , intervening collective effort Monitoring, evaluating performance Institution Building Communicating Leadership Representing Giving, receiving info, ideas Long term deve-lopment Citizens Rights, needs Contribution, stewardship, clarity, purpose 2 Roles , 10 competencies

  4. The Local Economic Development (LED) Series Promoting Local Economic Development through Strategic Planning

  5. Ten Steps to PlanningExcellence

  6. Building Bridges Series Building bridges between citizens and local governments

  7. Scope of BB • Building Bridges between citizens and local government • Through Participatory Planning Initiating the process; Build partnership; Reach out; Develop Vision; Fact finding and analyisis; Planning course of action; 20 Tools • Through Managing Conflicts and Differences • Nature of conflict; Conflict management strategies; The art of dialogue; Negotiation; Mediation; 16 Tools

  8. Curing and Preventing Corruption-Approach • The change process will start from inside the local government, although community representatives and other stakeholders will be also involved in the process. • The change process will be participatory: employees will be key partners in the illness diagnosis, as well as in the solutions identification. • The change process will be strategic: focus on corrupt systems, not only on corrupt individuals; will identify and address the most dangerous forms of corruption; will have short, medium and long term objectives.

  9. Main assumptions • Corruption occurs when the probability of being caught is small, the penalties are mild, and the rewards are great • Systems that breed Corruption can be identified using the formula: C (Corruption) = M (Monopoly) + D (Discretion) – A (Accountability) – E (Ethical Values)

  10. Stages in Process • Stage I:Triggering Events, Wake-up Calls, and Urgent Surgery • Stage II: Building a Guiding Coalition and Coalescing around Guiding Principles • Stage III: Diagnosis, Planning Courses of Action and Mobilizing Resources • Stage IV: Field-Tests and Implementation • Stage V: Impact Evaluation, Stabilization and On-going Prevention

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