Public Policy and Development Economics training programsDecentralization, training, workshopsOil and Gas Resource Management training, workshopsSector Strategy and Management training, workshops

Our rationale

Idilmat develops leadership capacity and supports the expansion of local expertise across the spectrum of the public and private sectors, through the Idilmat Capacity Development Network that brings together the combined expertise of leading edge international firms and institutions, as well as individual leaders in their respective areas of expertise from a variety of countries, including Ghana, South Africa, Trinidad, the United Kingdom, the Netherlands, Mexico, Italy, the United States, France, Kenya, New Zealand, Nigeria, Democratic Republic of Congo and Malawi.

The need for for a capacity development institute such as Idilmat is clearly indicated by the consideration of several key factors, including the following:

  • Economic growth and poverty reduction have been adopted as the development objectives by most developing countries across the world, and specifically so in Africa. The Millennium Development Goals, which have been adopted by all of the United Nations member states, set clear but ambitious development targets. Achieving such ambitious objectives requires recognizing the fundamental and central role of the person in any systems of transformation or reform. This clearly calls for an emphasis on capacity development as the linchpin for methodically and institutionally promoting economic growth and poverty reduction goals.

  • The attainment of such country development objectives calls for capacity development that specifically encompasses the relevant and knowledgeable application of professional skills to achieve effective, dynamic management and service delivery. Beyond basic technical and administrative skills, an expanded and highly qualified base of management and technological expertise made relevant and effective by a cognizance and sensitivity to the cultural, historical, infrastructural and commercial context will certainly be required.

  • Any attempt to confront the challenge of building capacity across the developing world must acknowledge that, while many elements of the challenges of capacity building relevant to the developing country context may be universal, there are also many significant ones unique to the developing world. These elements include a weak financial administration network, weak governance structures, limited resources and low literacy rates.

  • Capacity development must recognize that economic growth and poverty reduction does not necessarily respect convenient classifications into the public and private sectors, but depends on both sectors functioning coherently as a coordinated and efficient whole.

  • Given the above objectives and overall context, any effective approach to building relevant capacity in the developing world would benefit greatly if:

    a. the institutional framework reflected relevant developing country context experience;
    b. it drew upon the highest quality of expertise available in the areas of management and technology;
    c. it benefited from both public and private sector expertise; and
    d. such expertise was fashioned within a developing world context – not only in terms of having tackled developing world problems but having lived and worked with the consequences of such solution proposals.

IDILMAT is proud to partner with »


Follow/Share Governance training, workshops

Twitter FaceBook LinkedIn RSS Share