The document provides an overview of the Democratic Governance Program (DGP), which started in 2010 with a budget of $5.7M over 5 years to support democratic governance in 9 countries. The DGP aims to build capacity in public sectors through partnerships between international partners (ministries and agencies in recipient countries) and Canadian partners (provincial governments, organizations). Examples of partnerships provided seek to enhance areas like risk management, gender policy, education training, and communication strategies. The document outlines lessons learned for creating sustainable change, including leadership commitment, establishing buy-in and ownership, dedicating resources, and setting achievable milestones through adaptation rather than adoption of foreign models.

1. Module 1
Introduction to DGP
Dr. Robert P.Taylor

2. DGP Background
 The Democratic Governance Program (DGP) started in
2010
 Broad objective supporting democratic governance:
“To enhance individual and institutional capacity of (selected) public sector
ministries, departments and agencies and associations to contribute to
socio-economic recovery and growth and to address socio-economic
priorities, such as economic growth and food security to enable women,
youth and children reach their full potential”
 Target countries: Ghana, Mali, Indonesia, Tanzania,
Vietnam, Uganda, Malawi, Namibia, and the Philippines
 Budget: $ 5.7M
 Duration: 5 years (ending 2015)

3. DGP as Partnership
 Non- traditional international development assistance
program
 True partnership: Development partners work on peer-
to-peer basis with their Canadian partners (volunteers)
 Development partners are not only recipients of
assistance, but also contributors in the design and
implementation of technical assistance
 Learning-by-doing and observing how systems work in
Canada is a key tool for knowledge sharing and
adaptation

4. Partnerships to date
 9 countries and 14 partnerships: more than one
partnership per country
 International Partners are: ministries,
departments, educational institutes, colleges,
and cabinet secretariats
 Canadian Partners are: provincial ministries and
departments, municipal governments, not-for-
profits, associations, universities, cabinet office
 Goal: Build the organizational capacity of
country partners to achieve their goals

5. Examples of Partnerships (1)
International Partners Canadian Partners Priority Objectives
Ghana: Internal Audit
Agency (IAA)
Government of Alberta:
Corporate Internal Audit
Services
Enhance the capacity of
the Ghanaian IAA to
support the integration of
risks management
practices, systems, tools,
structures and processes
Malawi: Department of
Public Service
Management
Government of New
Brunswick:
-Department of Human
Resources and
Transportation
Enhance performance
management
implementation
-Women’s issues
Branch, Executive
Council Office
Enhance gender
mainstreaming policy
implementation

6. Examples of Partnerships (2)
International Partners Canadian Partners Priority Objectives
Namibia: National
Institute for Education
and Development (NIED)
Government of
Saskatchewan: Early
Years Branch, Ministry of
Education
Enhance the capacity of
the NIED to deliver and
assess pre-primary
education training
programs
Uganda Directorate of
Information and National
Guidance, Office of the
Prime Minister and the
Cabinet Secretariat
Government of
Ontario:
-Cabinet Office
Communications
Consistent
communication
strategies across
ministries
Tanzania: Tanzania
Public Service College
(TPSC)
Canada School of Public
Service
Enhance the capacity of
the TPSC to provide
higher quality training

7. Sustainable Change- Lessons
Learned (1)
 Leadership Commitment
 E.g. from Mali
 Establish buy-in
 All projects
 Build employees ownership
 E.g. from Uganda
 Dedicate resources for change
 E.g. from Uganda

8. Sustainable Change- Lessons
Learned (2)
 Establish milestones (goals and
objectives) and mark them when achieved
 Adaption and not adoption
 E.g. from Namibia

9. Discussion