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Kenya - Development Learning Centre Project (Inglês)

The main purpose of the Development Learning Centre Project is to test the effectiveness, and sustainability of a development learning centre (DLC) in Kenya, as part of a global knowledge-sharing network to strengthen the capacity of public, private, and civil society decision makers, and implementers in designing, planning, and managing social, and economic development policies, and programs. The first component, construction and installation, entails setting up the DLC's institutional, physical, and human resources requirements, during the first year of the project, and prior to the start up of the DLC's operations (year 2-5). The Directorate of Personnel Management (DPM), Office of the President, is responsible for implementing this component under the leadership of a Project Coordinator. Construction of the DLC facility includes a video-conference room, computer room, a technical, and administrative center, as well as electrical/telephone installations. Additionally, equipment for a small aperture terminal VSAT satellite communication terminal, telecommunications, and microprocessor equipment will be supplied. The second component will assist DLC operations, and its financial viability, i.e., financing operational costs on a decreasing basis over the first four years of operation. Institutional arrangements will be established for the daily management of the DLC, with particular attention to the interaction between DPM and the DLC. This will become paramount in the preparation of a business plan, based on a market study, that identifies training needs, and capacity building, and, for the development of a monitoring and evaluation (M&E) plan, to be submitted on annual, and quarterly basis. The third component will finance the processes involved in M&E training, and development plan, supported by consultants whose aim will be to promote an external independent assessment outside DLC.


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    Kenya - Development Learning Centre Project

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    ongoing public sector;Administrative and Civil Service Reform;data needs;public sector capacity building;monitoring and evaluation result;monitoring and evaluation system;social and economic development;annual per capita income;monitoring and evaluation plan;African Virtual University;public service training;civil society;improving service delivery;success and failure;annual business plan;human resource requirement;Financial Management System;world wide web;private sector management;general education sector;finance and planning;financial management service;Standard Bidding Documents;public sector official;local training provider;readiness for implementation;civil society representatives;Exchange Rates;access to training;african woman;net cash flow;market study;Market Studies;public good;learning activity;development policy;budget allocation;effectiveness condition;global knowledge;logical framework;bulk service;change process;learning institution;Distance Learning;light vehicle;lessons learnt;counterpart fund;procurement responsibility;road map;cross-country experience;evaluation question;financial equilibrium;learning opportunity;personnel management;specialized equipment;local expert;government training;donor community;performance criteria;british council;safeguard policy;global communication;course material;development partner;adequate training;financial sustainability;pedagogical skill;data service;explicit provision;subsequent reports;collaborative partnership;Borrowing Countries;independent assessment;local source;consultative meeting;project asset;procurement experience;procurement arrangement;board meeting;working relationship;procurement documents;local demand;telephone installation;study abroad;ongoing procurement;performance data;institutional strengthening;utilization rate;financial information;internet service;local connectivity;procedure for payment;funds flow;suitable candidate;annex annex;satellite communication;Safeguard Policies;resource requirements;global market;government budget;Budget Management;statutory requirement;transaction cost;financial statement;corrective action;business model;staff development;administrative center;reciprocal commitment;government's objectives;learning centre;national boundary;autonomous entity;initial deposit;legal opinion;negotiated agreement;qualitative indicator;architectural design;learning program;evaluation process;international policy;specific capacity;financial audits;international trainer;learning need;train activity;learning tool;fund raising;private corporation;performance management;modem technology;communications technology;international agency;activity monitoring;government administration;institutional process;fight corruption;enterprise management;competitive basis;academic institution;Macroeconomic Management;educational institution;oversight function;positive impact;market datum;evaluation practice;financial system;rural community;market survey;instructional design;financial viability;project risk;institutional clients;project impact;positive feedback;business information;net result;appraisal mission;operational level;market strategy;financial projection;organizational management;telecom operator;satellite network;classroom furniture;



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