Transcript Capacity building for urban development in Ethiopia: The Urban Management Master Course at the Ethiopian Civil Service University established in cooperation with IHS Meine.

Capacity building for urban development in Ethiopia:
The Urban Management Master Course
at the Ethiopian Civil Service University established in
cooperation with IHS
Meine Pieter van Dijk, Carley Pennink and Saskia Ruijsink
30-5-2013
Purpose of 5th Symposium
Capacity building in Ethiopia: IHS worked since
2000 with the Ethiopian Civil Service University
 A review of the experiences with an integrated urban
management master course
 An increase from 20 participants to 400 students in 5 years
 Leading to the decline in quality and eventual scaling down
 From a unified course, the programme became a series of
specializations
 Difficult to absorb this number of students in the government
sector and skills did not match all the requirements
Purpose of 5th Symposium
1. Framework & research methods
This is a case study of one project which ran over a period of
ten years.
We distinguish external and internal factors:
• External factors were studied using the tool of mapping sector
governance, scanning the institutional set up and political
economy and presenting and actor assessment matrix
• Internal factors were studied through in-depth interviewing
The success is determined by the interaction between the two
Purpose of 5th Symposium
Evidence external factors
From the Prime Minister through the Minister of Works and
Urban Development to the President of the ECSU there was
political support
Capacity building and urban issues came on the government
agenda, helped by leaders like the Minister of Works & Urban
Development
To cope with the challenges of urbanization and decentralization,
the Government decided to invest in training good urban
managers
 It managed to get donor support
Purpose of 5th Symposium
Evidence internal factors
Long term political, financial and (the quality of) capacity building
support, as well as investment in staff and facilities were key
factors of success. As suggested:
1. Combination training & other activities
2. Leadership at the ECSU level
3. The level of the facilities
Internal and external factors interact, leading to the development
of a real partnership
Interaction between internal and external factors
A range and
combination
of capacity
Training building and
institutional
of
trainers development
interventions
In house
advisor
Stable sources of
finance: donor
support over
time
Joint
Research
PhDs
Quality of
facilities: best in
Ethiopia,
computers,
library, etc.
Leadership in
ECSC: staff
championing
the
programme
Other
factors
Time
Leadership at
the national
level
Political support
Other factors
Purpose of 5th Symposium
Problems/challenges faced
1. Rapid growth of the number of students
2. Decline in quality
3. Saturation of the labour market for urban
managers
4. Teaching load & motivation of staff is difficult at
this level of salary
5. Not enough opportunities to do research
Purpose of 5th Symposium
Conclusions
CD is more than providing training
 The framework allowed us to understand the complexity of
capacity building processes showing the interaction between
the internal and external factors that determined the success
 The model of capacity building was based on developing long
term relations, not just through joint education, but also
through joint research resulting in 3 joint conferences and
related publications and PhD supervision of ECSU staff
 This leads to the partnership, which continues even after the
end of all project activities in the form of collaboration between
the organisations and individuals in these organizations
Purpose of 5th Symposium
Recommendations
1. CD interventions need to ensure the internal and
external success factors
2. CD needs to address the whole organization rather
than one layer or one individual
3. CD need to have commitment and active cooperation
from the top management of the organization
4. The work of professionals who receive training
should be stimulating and the rewards attached
(including salary) sufficient to keep good staff