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CBR Title
   
Capacity for Afghan Public Service (CAP)                                                          
Capacity for Afghan Public Service (CAP)

Overview:
As limited capacity has been the most fundamental challenge to Afghanistan’s development, the Capacity for the Afghan Public Service Project (CAP) focused on long term sustainable capacity development through coaching and advisory services by a selected group of international and national coaches/advisers. These coaches/advisers assisted civil servants to respond to the capacity needs of ministries.  The Project aimed to provide on the job coaching and advice to strengthen systems, knowledge, leadership and management of civil servants in central and provincial levels.

The main outputs of the CAP Project were:
•    Capacity for better implementation of policy and institutional reforms transferred to select civil servants at Central and Provincial level for improved service delivery
•    Institutional competence of CDS developedIn general, this program aimed to recruit (85) national and international coaches consisting of (30) international coaches from Indian civil servants as part of an agreement between the Government of Afghanistan and the Government of India along with (30) international coaches from open market and (25) national coaches. However, the number varied seeing the applicability of implementation in each phase of the project.

Objectives:
The Capacity for the Afghan Public Service (CAP) Project aimed to contribute to capacity building efforts in the Civil Service by facilitating the performance, learning and development of Civil Service Managers and their teams.

It aimed to develop the capacity of individuals and teams by placing experienced Coach/Advisers in ministries to develop organizational processes and staff competencies which in turn will assist the growth of a ministry.

Implementation Arrangement:
The UNDP and IARCSC jointly designed the project. The project in its initial phase resided under the UNDP direct implementation modality moving to the CDS assuming responsibility for project implementation in phase two. A Project Board oversaw the implementation of the project. Membership comprised of the UNDP Deputy Country Director, the Chairman of the IARCSC and a representative from the GoA Executive Committee. The senior supplier under the project was the UNDP and provided the necessary technical assistance for the implementation of the project and achievement of the outputs.  A project manager oversaw the daily operation of the project and has been responsible for meeting project outputs. The project was based in CDS and supported by its administration and management and had links to CDS capacity development programs.


 

 
 
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