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Community Empowerment and Social Inclusion (CESI) Program
and
Urban and City Management (U&CM) Program
From Training Delivery to a Learning Infrastructure
Alumni Tracer Study
Barjor Mehta
Urban & City Management Program, WBIFP
The Urban Future
Number of client institutions (urban local governments) is very large and growing rapidly
Most urban local governments have serious lack of appropriate capacity to “manage” physically large, economically diverse, socially segregated jurisdictions which are “engines of macro-economic growth”
To have any meaningful impact, WBI “Courses / Training” need to be buttressed by a locally-rooted “learning infrastructure”
Number of Large Cities in Less Developed Regions
19801990
20002015
> 10 Million
5 to 10 million
1 to 5 million
500,000 to 1 million
172
230
308
400
123
186
244
378
1314 18 31
3 812
17-
50
100
150
200
250
300
350
400
Source: World Urbanization Prospects, 2001 Revision, Population Division, United Nations Secretariat
Regions as per UN Classification
582 in ‘00826 in 2015
Urban and Rural Annual Growth Rates (2000 - 2015)
-3.0
-2.0
-1.0
0.0
1.0
2.0
3.0
4.0
5.0
6.0
WBI Priority Countries
An
nu
al G
row
th R
ates
(%
)
Urban
Rural
Source: World Urbanization Prospects, 2001 Revision, United Nations Secretariat, Population Division
WBI: Urban Program
Since 1999:
more than 60 courses reaching over 2,700 senior urban sector professionals across the world
The Global Context for Urbanand City Management
City Strategy and Governance
Urban Poverty Reduction
Reducing Corruption at theLocal Level
Local Economic Development
Public-Private Partnerships
Revenue sources of cities
Budgeting and finance
Urban Land
Urban Environment
Urban Transport
And other topics
Urban “Core” Course Modules
WBI: Urban Program
Around 1,000 participants each year is not bad
However……………
Cannot reach 10,000+ cities via training “courses” alone – drop in the bucket…!!
sustainability could be both:an indicator of quality; anda function of the impact and application of learning, and
on- the-job support provided by colleagues,peers, and / or resource persons from the program itself.
underlying assumptions:alumni of a learning program best placed to provide
direction and feedback on the design and follow up of learning programs.
Their involvement / cooperation in strategic planning exercises for future programs is crucial.
not envisaged as an assessment of what was done in the past but to build upon the experience of participants/alumni, adopt a forward looking approach where the team consults with and takes guidance from alumni of the program to enrich its planning for future programs; and develop impact indicators.
Why a tracer study?
WBI/Urban Program Alumni Tracer Study
January – February 2003
2
45
112
574
0 100 200 300 400 500 600 700
Received negativeresponse
Questionnairesreturned
Received positiveresponse
Email sent out to
40% of positive respondents
Academic/Training/Research
Local Government
Private Sector
Urban/Regional Planning Insitution
Financial InsitutionsAssociations Others
14
22
4
1
1
12
6
15
4
11
72
AFR EAP ECA LAC SAR US&Canada
Regional & Professional Distribution of Alumni Respondents
How,if at all, have you used the learning that you received from the course?
1
3
5
6
7
7
8
8
0 1 2 3 4 5 6 7 8 9
To get donor assistance
In organization management
To create new program
In training others
To build strategic plan / policy
To improve existing program
Multiple responses
In research to support project / training
I have used the gained knowledge in the completion of the Strategic Urban Development Plan for the city of Dar es Salaam and in planning for the transportation system and its management for the city. (National Environmental Planning and Management Expert - Sustainable Cities Program, Tanzania)
I restructured the syllabus of my course "Strategic Management" and provided the course to MPA students in my university and government officials from cities in China according to the WBI course. (Associate Professor, School of Government, Peking University)
How,if at all, have you used the learning that you received from the course?
(examples of responses)
Which elements of the learning were you able to apply in your specific institution?
19
8
5
4
3
2
2
2
0 2 4 6 8 10 12 14 16 18 20
Strategic Planning Skills
Multiple responses
How to work w ith stakeholders
How to set up urban & city management course
Project Analysis Skills
How to define roles / responsibilities of urbandevelopers
How to establish standards and indicators
How to approach / work w ith external agencies
The course helped me in setting up more advanced courses in my university through its better material, better preparation, and more in depth information. (Director, Instituto de la Vivienda, Facultad de Arquitectura y Urbanismo, Universidad de Chile)
I was able to apply the knowledge that to contribute for the local public professionals in elaborating, evaluating and monitoring the city and urban plans. (Cience and Technology Analist, Fundação Estadual do Meio Ambiente de Minas Gerais)
In year 2002, we were about to finalize Regional Strategic Plan so that I used applied the learning from the WBI course to catalyze the process. (The Secretary of Sleman Local Government , Yogyakarta, Indonesia)
Which elements of the learning were you able to apply in your specific institution?
(examples of responses)
If you could not apply the learning directly, but had to adapt it due to the given context, what changes did you have to make in what you had learned?
20
12
8
2
1
1
1
0 5 10 15 20 25
Could apply
Reflection of local context
Multiple responses
Consideration of political issues
Terminology translations (cities w/o slums)
Prioritization for urban development
Participatory planning approach
If you could not apply the learning directly, but had to adapt it due to the given context, what changes did you have to make in what you had learned?
(examples of responses)
I transferred the focus of the learning from the dimensions of poverty and environmental problem to the economic aspects since we emphasize more on economic development in China. (Senior engineer, China Institute of standard design & research, China)
I was able to propose the methodology about urban poverty analysis and LED strategy to formulate a program of urban poverty alleviation on the local development planning (Head of Physical & Infrastructure Planning Division of Development Planning Board of Cianjur Local Government, Indonesia)
As we had discussed a lot cases from Brazil, I didn’t have to adapt the learning. (Brazil)
Which factors in your work environment have facilitated or supported the retention and application of learning that you had acquired?
Space to experiment
Commitment of the departmental
hierarchy
Systems of personnel evaluation Other
Timeliness of the knowledge and skills to meet an
existing challenges
Flexibility and adaptability of
systems in the unit/department
Interest and ownership by the unit/department Appreciation &
recognition by other colleagues
Adequate & timely allocation of resources
Support from immediate boss
5
18
12
21
13
21
26
27
24
20
Compiled multiple responses from open question
Which factors in your work environment have constrained or slowed down the retention and application of learning that you had acquired?
Learning not taken seriously by peers
and colleagues
Absence of team spirit
Systems of personnel evaluation
that do not reward innovation
Lack of opportunity to experiment with
new learning
Reassignment where the learning was not relevant
Lack of interest by management
Lack of resources
Over-stocked work program
Any other4
11
1
18 1
8
22
6
5
Compiled multiple responses from open question
How many alumni have you been in touch with since the end of the training course to discuss experiences, opportunities and challenges in your work environment?
22
4
7
35
4
0
5
10
15
20
25
less than 10alumni
every year
between 10and 20alumni
every year
more than20 alumni
every year
Not clearbut some
No one N/A
How useful is the contact that you have had with alumni of the course?
8 8
16
21
10
0
2
4
6
8
10
12
14
16
Extremelyuseful
Quiteuseful
Useful Not veryuseful
Notuseful at
all
N/A
What are the reasons for you to develop or maintain communication with alumni or resource persons of the course?
For Friendship
Since we work in the same field
To promote partnership
To share experience & knowledge
None
Other
To see whether alumni implement
the learning
To acquire materials, ideas, and suggestions
N/A
12
2
2
43
2
1
2
17
Compiled responses from open question
I have continued to interact with other alumni under the framework of the on-going "African Local Government Action Forum (ALGAF). This has enabled alumni to share real life experiences and identify common as well as unique issues and challenges affecting local government performance in their respective countries. (Program Officer, Association of Local Government Authorities of Kenya)
What are the reasons for you to develop or maintain communication with alumni or resource persons of the course? (Example of response)
If you have passed on your learning to colleagues at your work place, how many colleagues are utilizing this learning effectively?
* 120: Paola Jiron, Director, Instituto de la Vivienda, Facultad de Arquitectura y Urbanismo, Universidad de Chile
5
26
2 31
8
0
5
10
15
20
25
30
Nottransferable
Less than 10 More than 10 Several butnot clear
120 n/a
Has receiving a certificate from WBI added to your professional recognition and credibility in the eyes of your peers, bosses, subordinates, clients? If so, with whom has your credibility increased and what are the indicators that this has happened?
Boss / colleagues seek my advice on urban issues
I was promoted
I am now assigned to
more important tasks
I was offered incentives for
further training / research
Colleagues are motivated to
undergo same program
Reputation increased within
organization
Personal knowledge increased
Other
not at all
n/a
I am invited to talk on urban
issues
8
3
21
4
3
1
2
4
8
9
Compiled responses from open question
The recognition comes from some peers, other academics, professionals working in various government and international agencies. An indicator would be that I have been asked each year to coordinate courses with other UN agencies in Chile. (Director, Instituto de la Vivienda, Facultad de Arquitectura y Urbanismo, Universidad de Chile)
Yes, the head of the Department and all my colleagues appreciated it. The certificate received from the WBI was also placed on notice Board of the department, which further encouraged me and provided inspirations to others. (Assistant Town Planner, Government of India)
My credibility has increased in my co-workers, as indicated that they ask me questions and helps more than ever. The quality of my discussion has improved as well during the meeting. (Coordinator, Caixa Econômica. Federal Government in Brazil)
Has receiving a certificate from WBI added to your professional recognition and credibility in the eyes of your peers, bosses, subordinates, clients? If so, with whom has your credibility increased and what are the indicators that this has happened?
(examples of responses)
Have you been given new and greater responsibilities as a result of your participation in the course organized by WBI? If yes, what has changed in your work responsibilities or position?
I am now assigned to more important/bigger
tasksn/a I am now involved
in strategic duscussion on
urban development
I was assigned to establish new
urban management course at my organization
I succeeded in new contracts w ith several
clients
I was promoted
Yes, multiple answers
not at all
3
6
2
4
3
11
7
9
It was on the basis of this that I was nominated to spearhead the establishment of the urban management training course at UMI (Coordinator, Urban Management program, Uganda Management Institute)
I am being involved more frequently with the strategic discussion related to training, community organization, microfinance, and so on. (Manager - Banco do Nordeste do Brasil)
Yes. I am recognized by my bosses, students, and government officials from Ministry of Interior who allowed me to participate in several research projects and to be member in several committees. (Assistant Professor, National Institute of Development Administration, Thailand)
Have you been given new and greater responsibilities as a result of your participation in the course organized by WBI? If yes, what has changed in your work responsibilities or position? (examples of response)
Any other comments and suggestions that you would like to make regarding the design, delivery, and follow up of similar training program in the future?
54
11
7
1 3 1 1 5
5
11
Program should be designed to reflect its specific local context in a country
More time and clearer cases are needed to present participant’s experience
More in-depth knowledge is needed
Continuous contact with W BI trainer is expected
Follow-up should be more frequent and better to update urban issues
W e need a system through which alumni can communicate
Learning materials should be available in website, including documentation/publication
New materials should be sent to alumni
W e expect to have another similar training course
The training courses should be made more regularly in order for other people get interested in them
More financial support and better design of certificate are expected
N/A
Tracer Study Lessons…1Maximum impact when: Participants are:
Learning multipliers: Trainers from sector related and/or staff training institutions
andDirect applicators: mayors, city managers, senior
staff, NGOs
Learning event is timely: Learning best retained and applied: In anticipation of or during projects -departmental commitment and resources are most likely to be available
Curriculum consists of:Strategic city planning approach: resolve how to approach multiple sector overlap in urban local government jurisdictions
Tracer Study Lessons…2Maximum impact when: Curriculum based on:
Locally demanded learning plans and skill sets: not static but regular locally conducted assessments of thematic needs of institutions and individuals
Learning is backed by certification:Joint WBI - local / regional institution: regular
institutional process of knowledge / skill needs identification; roster of resource persons; case studies; best practices; group exercises, etc.
Alumni networks become active:Peer-to-peer knowledge exchange: As important
as learning events BUT require institutional support – cannot / will not remain active on their own Most likely to work nationally / regionally
Lessons for Sustainability…1
Concentrate on and create partnerships with:
learning institutions (multipliers)
associations / networks of practitioners (direct applicators)
Reform-minded cities (champion peers)
•Create strategic alignments with World Bank, other donor activities (timeliness of events) to ensure longer-term presence
•Enable local generation of applicable multiple sector overlapping (strategic planning approach) learning materials
Lessons for Sustainability…2
Facilitate urban thematic capacity enhancement needs assessment by institutional partners (locally conducted assessments of thematic needs of institutions and individuals)
Develop and put in place rigorous system of certification (learning is backed by certification)
Seed and nurture national, regional and global alumni networks (p2p networks need institutional support, will wither if left alone)
Urban Program new directions
Global Reach through Local Presence
and
Support, create or stimulate demand in countries:
not only by training but by helping to strengthen or create an urban sector learning infrastructure
Urban Program new initiatives (1)
Revolving around change-inducing activities
India:3 states preparing projects to create “Inclusive, Creditworthy and Efficient” cities.Enabling Administrative Staff College of India (ASCI) to establish a Strengthening Urban Management (SUM) Program based on supportive thematic content
WBI: Urban Program new initiatives (2)
revolving around change-making activities..cont.
Indonesia:Indonesia Urban Strategy Review (USR), Urban Local Governance Reform Project (ULGRP) – WBI will manage CE components
Philippines:City Development Strategies (CDS) under preparation in several cities – WBI to work with local institutions to support learning for upstream project development
Based on Urban Thematic Capacity Enhancement Needs Assessments (UT-CENA)
Uganda:An Urban Management CENA (UM-CENA) currently underway by Uganda Management Institute (UMI)Based on CENA, WBI will assist in the design of urban management curriculumAssist UMI to conduct regular learning events for Ugandan municipal staff
Urban Program new initiatives (3)
WBI: Urban Program new initiatives (5)
Horizontal learning between citiesLike the net.Knowledge not in one place but in the net
City to City Exchange (C2C) as main thrust – Working with natural networks and associations (IULA, League of Cities, CMAG)
In initial phases, exchange information and experience
gain insight about what works, look for synergies, between and among cities on the one hand, and on the other, between cities and development institutions like the World BankLater, structure a framework for working more closely together.
Partnerships for Urban Learning
Role of National Institutions:
Conduct national UT- CENA (if required)Joint development of curriculum, learning materials and national business planIdentify national and regional resource speakers“Market” learning events / productsManage / conduct regular learning eventsCreate and manage alumni network
Partnerships for Urban Learning
Role of WBI:Assist with UT-CENA (if required)Match with Bank’s operations International experience with curriculumIdentify and support international and regional resource speakersInternational “Marketing” of learning events Provide joint certificationMembership to an international community of urban practitioners
Thank you
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