Objectives . Past approach . Indicators and benchmarks

Institutional strengthening has been part and parcel of LEAP’s approach since the inception. This component is meant to foster the ownership- and/or sustainability question within the Region by preparing local institutions from the public and private sector to carry on after the project end in June 2009. Hence, the “institutional tissue” and its inherent functioning in terms of partnership and complementarities is the focus in order to maintain a high level of employment through a healthy economic development.
The institutions’ capacities to plan activities, to devise strategies, to implement them, and to set objectives will be decisive to determine future economic development in Region 10 within the framework of the national development plans. LEAP’s leverage stems from a good relationship with the respective institutions which is anchored in their active participation in LEAP’s Advisory Group. The latter plays a key role in the strategic positioning of the Project within Region 10’s developmental efforts.

Part of LEAP’s mandate is to ensure that these capacities are acquainted and put to value for the benefit of the business community and ultimately to the benefit of the population in search for jobs and a decent income. The institutional strengthening efforts are further meant to directly improve the institutional environment through the enhancement of public-private sector relationship.

Objectives of institutional strengthening

The objectives of the institutional strengthening component are three-fold in nature:

Past approach and outlook

The previous work programmes 1 to 3 (2002 – August 2005) started with the establishment of coherent working relations with key stakeholders to order to establish mutual trust and confidence. Meanwhile, the concordance of objectives and development orientation can be stated as a common denominator of all institutions involved. All major stakeholders are represented in the LEAP Advisory Committee so that the basis for the question of ownership has been laid.

The completion of a (still rudimentary) business opportunities survey, the evaluation of the different stakeholders training and support needs as well as preparatory works to revive activities of the Linden Chamber have paved the way for more comprehensive institutional strengthening activities. Past achievements are summarised in past achievements.

During the 4th work programme (09/2005 – 12/2006) major emphasis will be laid on the initiation of local economic development (LED) initiatives based on a methodology centred on the participatory appraisal of competitive advantage (PACA).

All stakeholders have agreed on that approach which will have a public – private partnership in its centre. Along with this results-oriented initiative goes the institutional development of the two key stakeholders RDC and LCICD. With the assistance of LEAP, the Regional Democratic Council will avail of a “LED-steering committee” for coordination purposes whereas the Chamber will gain more impetus through the recruitment of an Executive Secretary supposed to move forward that institution in terms of membership, provision of services and defence of members’ interest.

Strategic alliances were formed with the Canadian “Guyana Municipal Governance and Management Program” (MGMP), the Inter-American Development Bank’s “Urban Development Programme” (UDP), the UNDP’s “Social Cohesion Project” which aims – among others – at a broadening of the population’s influence on policy decisions, and the US A.I.D. project “Guyana Trade and Investment Support” (GTIS).

Emphasis will also be placed on gearing the BDU advisory services even more towards the needs of micro-, small and medium enterprises while introducing a cost-recovery scheme which incrementally increases service fees until market levels are reached, hence preparing the business community for greater sustainability of offered business services.

The qualitative improvement of the “institutional tissue” within Region 10 is also meant to increase its attractiveness for potential investors who will find competent local partners to talk to.

Project-end indicators and benchmarks for July 2006

The project’s indicators in this component in July 2009 have been broken down benchmarks to be achieved by July 2006 (benchmarks in italic):

In order to achieve these benchmarks until July 2006 in pursuit of the achievement of the component’s overall objectives (see indicators above), the following activities have been earmarked:

The contributory role of the institutional strengthening to the other components of the Programme cannot be overemphasised as only well-functioning and sustainable institutions will be contributing to realise the LEAP main objective (1,700 permanent jobs created) by until June 2009.