1. Best Practices Transfer Presentation by Wandia Seaforth UNHABITAT Email: bestpractices@unhabitat.orgbestpractices@unhabitat.org Web: www.bestpractices.org

2. Why Transfers?  The Habitat Agenda and MDGs recognize partnerships, networking and decentralized forms of cooperation as effective capacity-building strategies. Transfer is one form of decentralized cooperation.  A transfer is a structured process of learning. It implies :  the identification of solutions,  the matching of demand for learning with supply of experience and expertise and  a series of steps that need to be taken to bring about the desired change. Such change may range from policy reform, management systems and technology to attitudes and behavior.

3. Characteristics of Transfers The value of a transfer starts with the quality of the practices that are being transferred. Such practices are characterized by:  tangible, positive impact on living conditions;  partnership between two or more public/private organizations;  sustainability in its social, economic, environmental and cultural components.

4. Characteristics of Transfers Other considerations: Adaptability: taking into account cultural, political, economic etc. context of recipient Format: visits (one/two way), direct hands-on training, Mentoring –coaching, joint initiatives

5. Types of Transfers Different contents of transfers:  technical: the transfer of skills and technology applications/processes e.g. Medellin Award;  information: the transfer and exchange of ideas and solutions e.g. Best Practices Database, CAIXA case studies;  managerial: a system or series of decision-making and resource allocation processes that can be transferred and adapted e.g. participatory budgeting in Porto Alegre, Brazil

6. Consideration for Transfers Key Questions When Considering a Transfer Technical Is the specific element of the best practice to be transferred clearly defined? Is the quality and quantity of human resources sufficient to successfully implement the transfer? Social/Political Does the transfer have the broad-based support of the community? (What is its role?) Does the transfer have the support of key community leaders and local government officials? (What are their roles and responsibilities?) Does the transfer have the support of the central government? (What is its role?) Does the transfer require any changes in legislation, policy or institutional frameworks in order to take place? If political change in any level of government is foreseen, will this change affect the long- term success of the transfer? Have women's issues and gender considerations been incorporated into the transfer? Economic Have resources been secured for the transfer? Have resources been secured for follow-up and long-term sustainability of the transfer? Are the funding and accounting mechanisms transparent? Environmental Are there special social, economic or environmental considerations that could make the transfer difficult? Are potential environmental impacts resulting from the transfer addressed? Cultural If technology or management systems are involved in the transfer, are these appropriate to local conditions?

7. Elements of a Transfer  Match supply with demand: Documenting and exchanging successful solutions. This could be through an intermediary e.g. Local Authority Associations, UN- HABITAT’s BLP through its database, CityNet, Medellin Award, etc.  Define scope of transfer: Establishing a ‘transfer task force’ mandated to adapt the innovation  Adapt transfer: Innovation is adapted to local conditions.  Implementation and evaluation: Transfer is implemented (more adaptaion?) and its impact monitored through ongoing evaluations.

8. Process Indicators for Effective Transfer PARTICIPATION: Does the transfer involve and / or promote participation of all possible stakeholders including the “donor” and implementers? TRANSPARENCY: Is the transfer process open and accessible to all stakeholders? ACCOUNTABILITY: Are mechanisms in place to ensure accountability for actions and responsibilities of all partners involved? INCLUSION: Is the participation of all potential stakeholders considered in the transfer’s design? FINANACIAL FEASIBILITY: Are resources and / or funding available to realize and sustain the initiative? Are funding alternatives identified? SUSTAINABILITY: Does the initiative consider the economic, environmental and social needs without trading off one at the great expense of the other, now or in the future?

9. Medellin Award for Best Practice Transfer, LAC - 2005 Transfer as an Award Mayor of Medellin identified priority areas of the city  Productivity  Safety and Security  Solidarity and Inclusion  City’’ place in the International arena The mayor used an intermediar: Ibero-American and Caribbean Forum for Best Practices partners to:  Identify practices that addressed priorities of Medellin  Designed the transfer process  Five practices identified from Argentina, Colombia, and Brazil:  Slum upgrading, urban agriculture, “abuelas cuenta cuantos”

10. Transfer as An Award Medellin Award for Best Practice Transfer, LAC - 2005 Award consists of small ($5000) grant + opportunity to work with Medellin over an 18 month period including visits. Post Medellin: The initial idea was to replicate using another LAC city; This has not happened – cost, logistics, champion character.. But Many aspects of the process have been used by other Forum Members – for example, El Agora in Argentina.

11. A best practice on BP transfers Grassroots women’s International Academy (GWIA) A transfer mechanism based on specific problems – childcare, livelihoods, access to land and housing, HIV/AIDS, disasters etc. Most important outcomes Visibility of women and their knowledge Variety of process options applicable to diverse problem areas Increased inclusion of other non-excluded Local-local dialogues – bringing in other stakeholders

12. Key Components of a Transfer In summary, the key elements to a transfer include the following: Information Dissemination and Exchange: Dissemination of innovative practices as a means for initial matching of supply with demand for knowledge, expertise and experience. Roles and Responsibilities of Actors/Stakeholders: Further matching of supply with demand in identifying and defining the social, economic and environmental issues to be addressed and the roles and responsibilities of hosts and participants. “Matched” Solution to Problem: Negotiation by two parties for a transfer commitment by recognizing that the host has been successful in implementing a process or solution from which the participant is willing to learn. Education and Adaptation: Participants learn from hosts through site visits and surveys of the local application of program. The host also learns from the participants once they have implemented their initiatives. Implementation Plan: A plan and/or feasibility study for the adaptation and implementation of the transfer is developed. Transfer: Initially, a pilot demonstration should be undertaken to test the viability of the program followed by a full-scale transfer. Follow-up: Monitoring and assessment of the effectiveness and impact of the transfer. Exploring opportunities for mutual learning by “donors” and implementers.

13. Adequate Documentation Documentation weaknesses identified that impact on matching demand with supply include missing or poor information on: 1.what actually triggered an innovation 2.Details of process 3.Policy framework – facilitative or constraining? 4.“Bonus” gains of the initiative beyond what was originally addressed

14. Post Transfer Documentation Example of Grassroots Women’s International Academy 1.Exchange involves learners and hosts 2.Reviews what did not work and why? 3.Reviews what turned out “even better” than the original 4.Hosts describe what they learned by transferring and 5.Apply lessons where possible to original initiative and 6.Apply lessons learned to future transfers