A global perspective on urban and municipal capacity building: general lessons from experience Options, Strategies and Lessons Learned in Urban and Municipal Capacity Building Victor Vergara Addis Ababa October 2 - 3, 2003

Lesson # 1 Choices need to be made in defining an effective municipal capacity building strategy From Diagnostic… Universe of Needs ….To Strategic Actions Definition of Priorities Costing Priorities Defining actionable priorities Sequencing of specific actions

Lesson # 2 Priority actions in strategy need to consider… Timing – short term impact to create immediate momentum at the local level and long term actions Scope – Building the capacity of key strategic positions within local government administration is fundamental: (Elected and Professional in key sectors) Institutional Impact – There is a need to identify viable entry points assuring benchmark municipalities are fostered to serve as symbols of good practice and success.

Lesson # 3 Imperative nature of capacity building at local level. Minimum level of capacity in key local government positions in all municipal governments is seen as necessary condition for decentralization policies to produce benefits (Brazil, Venezuela, Zambia) Capacity building should not slow down innovating and reforming municipalities. i.e.. it should not be the lowest common denominator Need to address issues of transparency and accountability in local government management. (Venezuela, Uganda)

Lesson # 4 Capacity building at local level is dynamic and requires flexible institutional arrangements No country has successfully established a single capacity building institution as the sole producer of technical assistance. Central government capacity building initiatives need to evolve over time and promote the role of other public agencies, nongovernmental institutions and the private sector as producers of technical assistance

Lesson # 5 Markets (demand and supply) for municipal capacity building needs to be recognized and fostered Political contestability at the local level creates a market for ideas from the municipal stakeholders as well as from citizens. “Unregulated” markets of technical assistance lead to haphazard and uncoordinated local capacity development Institutional design requires Central Government to foster other actors as producers of technical assistance.

Lesson # 6 Municipal Capacity Building has global, regional, national and sub national dimensions Isolating learning from the global experience reduces the opportunity to incorporate important successful innovation(Participatory Budgeting, Municipal Planning Institutes) Regional lessons and resources can be extremely useful and have special relevance (MDP) Learning from internal sub national experience is critical and should be first line source of knowledge (Case of Jinja in Uganda, Juarez in Mexico)

Lesson # 7 Multiple approaches and tools are required for an effective strategy Successful programs include diversity of tools to build local government capacity. Risk taking and innovating in capacity building should be part of strategy. Technology plays an increasing role in reducing cost and increasing outreach

Lesson # 8 Characteristics of a successful strategy Inclusive- Assuring capacity of all stakeholders Reform oriented - Differentiating between Structural and Performance based limitations Politically neutral - Using knowledge as the primary incentive for excellence Targeted- Establishing typology of municipalities, as well as focusing on key actors Asymmetric - Building a national program assuring early impact in representative areas. Developmental - Assisting performance without building dependency