Institutional Capacity Building. 1. Provision of logistical support, technical advisory services, and training to Beneficiary cities, Beneficiary Districts, and the Recipient’s relevant ministries, departments, and agencies for purposes of implementation of municipal improvement activities defined in the respective MSP of the respective City Contract and carrying out of studies for purposes of:
Institutional Capacity Building. This component will support development of a policy and institutional framework for hazard risk governance, management and capacity building at the national level. Country capacity and needs assessments, human resource development plans, capacity building action planning for risk management, national risk information, communication and knowledge management framework are some of the activities that could be supported.
Institutional Capacity Building. (a) Support to PROMEX for enhancing its capacity to deliver business facilitation and promotion services through developing an investment promotion strategy, preparing marketing materials and web-site information, and developing outreach activities in priority sectors;
Institutional Capacity Building. 1. Strengthening of the institutional capacity of the National Renewable Energy Center to assist in the carrying out the Project, including: (i) the preparation of business plans; (ii) work programs; (iii) Project monitoring and evaluation; (iv) Project reporting; (v) Project management; (vi) incremental costs; and (vii) the provision of training and technical assistance therefor.
Institutional Capacity Building. Strengthening the capacity of:
Institutional Capacity Building. (a) Implementation of measures to build capacity through strengthening ANSVSA’s communications system with support for information technology and training; and (b) developing an effective public awareness system, including the establishment of a press office.
Institutional Capacity Building. Carry out a program to strengthen the institutional capacity of entities involved in the Borrower’s road sector through: (a) improvement of the organizational functions and key business processes of MCTPC and the DCTPCs; (b) human resources development of (i) MCTPC and (ii) the DCTPCs; (c) provision of information technology and communications for MCTPC and the DCTPCs;
Institutional Capacity Building. Institutional capacity-building is a big part of direct co-operation, and a key fo- cal aim of co-operation between two or more partner municipalities. It is also an important idea in the context of local government in Flanders, because management capacities are no less essential in Flanders than in the South. Definition: Institutional capacity is about the local authority’s means and ability to develop its own organisation in such a way that the policy pur- sued addresses citizens’ expectations. It is the ability to play a role on its own basis as a local government authority vis-à-vis the community which elected it. It is the local authority’s ability to effectively and robustly devel- op its own resources and potentials. To strengthen governance, we need to work on different levels:
Institutional Capacity Building. Adapted/changed curricula • The partners have developed and implemented 6 of the 8 modules which constitute the new ACE FET. Established new academic programs • The ACE FET in Mathematics program – the only such certification in the region – has been fully endorsed by the KZN Department of Education and approved by UKZN. Promoted workforce development • The 350 secondary teachers trained through this partnership program will have a very positive impact on their students with their improved knowledge of mathematics and teaching skills. Worked with government agencies, NGO groups, and/or private sector groups • The KZN Department of Education worked closely with the partners, providing an unexpected $600,000 in additional funding for teacher training as well as operational support in the recruitment and selection of teachers participating in the ACE FET. UF/TUT The new Casino Management and Aviation Operations diploma programs represent the first of their kind in all of Africa and, according to the TUT partnership director, has “generated enormous industry and government interest in these qualifications.” The partners fully expect students from other African countries to enroll in these programs as well as in the newly revised Events Management diploma program. In light of the keen need to bolster the skills of the tourism workforce not only in South Africa, but on other parts of the continent, it would seem highly unlikely that the demand for these new programs – developed based on international standards – will fade anytime soon. In April this year, the Minister of Tourism, Xxxxxxxxx xxx Xxxxxxxxx, announced that, despite difficult global economic conditions, South Africa’s tourism industry managed to build on the record 15.4% growth achieved in 2010 – when South Africa hosted the World Cup - by growing a further 3.3% and attracting 8,339,354 international tourists in 2011. The newly opened Center for Sustainable Tourism at TUT – with its mission focused on teaching, research, outreach, and extension – also holds much promise to remain a long-term fixture on campus given the emphasis the government of South Africa has placed on tourism as an engine of development and, hence, its need for academic support to better inform its decisions and policymaking. One of the key funding streams for the Center will be short/certificate courses offered to working professionals. (Approval from TUT’s higher administration is pending.) The table below summarizes the main h...
Institutional Capacity Building. The Parties do hereby agree to: -
