1. MENTORSHIP: A CRITICAL REFLECTION
JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
MENTORSHIP: A CRITICAL REFLECTION
CLG Strategic Planning Commission
15 June 2011

2. Content JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME What is mentorship?
Overview of process
Progress
Challenges
Lessons
Outcome of Lilongwe mentorship programme

3. What is mentorship? JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
Critical friend and technical advisor
Work towards achieving a common goal
Costa, A. and Kallick, B.(1993) define a critical friend as “a trusted person who asks provocative questions, provides data to be examined through another lens, and offers critiques of a person’s work as a friend. A critical friend takes the time to fully understand the context of the work presented and the outcomes that the person or group is working toward. The friend is an advocate for the success of that work.”

4. Overview of process JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
Originated in a CityFutures Workshop in July 2007 – request to assist with the development of a CDS
Mentorship approach approved by CoJ Mayoral Committee, SALGA, UCLG, UCLGA and Malawi Government by March 2008 – ensure buy-in and political support
3 phases (Preparatory, CDS Development & Implementation) – now in phase 3 (project support)
Funding – Phase 1 funded by Cities Alliance; Joburg self-funded throughout

5. Progress JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
Completed phases 1 and 2 and launched CDS document in February 2010
Initiated implementation phase (project assistance) and completed the following:
Developed scorecards for executive staff
Completed a mid-year assessment of progress against scorecard commitments
Developed a by-law review process in partnership with Blantyre, Msuzu and Zomba
Finalised a 10-year capital programme and explored funding possibilities
Concluded a credit-worthiness assessment
Developed a model for the establishment of a City Police Force / Enforcement Agency
Developed a business case to operationalise the GIS unit
Cities Alliance funding application still pending

6. Challenges JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
State of the Administration eg leadership, commitment, capacity
Political context eg actual level of decentralised decision-making; political “peers”, etc
Lack of access to available information (local and national) and determining status of information
No established communication platforms to share information, tasks, etc
Lack of basic resources – mass photo copying, virus protection, transport, meeting venues, etc

7. Lessons JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
Agree upfront on a joint programme - mutual understanding of the scope of work and purpose
Composition of mentor team – skills, experience, etc
Identifying key people/drivers in beneficiary team – build a relationship
Ensure highest authority support at outset (all spheres of government)
Don’t underestimate the value of embedded knowledge and non-formal sources not generally known
Plan for an implementation and support phase – After Care
Take cognisance of language, cultural aspects, capacity, distance, etc
Funding and momentum – dependence on external funding should not be a major constraint; assistance required with funding appplications
Flexibility of programme
Every process needs a champion
Purpose designed process – CDS not always the entry point

8. Lessons (continued) JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
Capacity building and knowledge
Ensure internal/external consultation throughout the process
Regularly assess ownership
Regularly verify understanding of issues/process
Maintain momentum, meet expectations – when you promise a consultation session, make sure that it takes place
Pitch input at level of the audience; this might vary from audience to audience
Build a “local” brand
For every challenge, there is a joint solution

9. Outcome of Lilongwe mentorship programme
JOHANNESBURG-LILONGWE MENTORSHIP PROGRAMME
Outcome of Lilongwe mentorship programme
Lilongwe now:
Functional
Managed
Leader
Less dependent
Empowered
Policy drivers
Strategic
Directing support
Organisational pride
Lilongwe then:
Disfunctional
Unmanaged
Follower
Dependent
Disempowered
Policy takers
Operational
Asking for support
Low self esteem
The mentorship programme has enabled Lilongwe to take back control of local government, to start building good governance practices, to change institutional behaviour and ability, to focus on public goods and community needs, to prioritise….and to be accountable