Eric Oduro Osae (Dean of Graduate Studies and Research)

1. ‘THE ILGS OF GHANA: HISTORY, GOVERNANCE STRUCTURES, FINANCIAL SET-UP, CLIENTS, SERVICES,CHALLENGES AND COPING MECHANISMS’. Eric Oduro Osae(Dean of Graduate Studies and Research)

2. Presentation outline Decentralization - Democracy – Development • Introduction –LG and Decentralization in Ghana • Historical Development of the ILGS • Governance Structure of the ILGS • Financial Set-up of the ILGS within the framework for LG training • Who are the Clients of the ILGS • What are the Services of the ILGS • What has been the Challenges facing ILGS since inception • What has been the copping mechanisms adopted to overcome these challenges • Towards Total Quality Management(TQM) of LG training • Conclusions, recommendations and way forward • The Future of the ILGS.

3. Acronyms Used in the Presentation • CBDG - Capacity Building for Decentralization Project • DACF - District Assemblies Common Fund • DCE - District Chief Executive • DDF -District Development Facility • CoP - Community of Practice • ILGS -Institute of Local Government Studies • LG - Local Government • LGS - Local Government Service • MLGRD- Ministry of Local Government and Rural Development • MMDAs- Metropolitan Municipal and District Assemblies • MDAs- Ministries Departments and Agencies • PWDs- Persons With Disabilities

4. LG and Decentralization in Ghana • Local and decentralized governance has been implemented in varied forms between 1859 and 1981 • The Military Government of the Provisional National Defence Council(PNDC) introduced the current local government system in the 1980’s and gave it legal backing in 1988 under PNDCL 207 • The local government system was Constitutionalized under Ghana’s 1992 Constitution with 17 Articles ( Articles 240-256) and in Chapter 20. • The Constitution then entrenched the system Under 290(1)- specifically the part on LG and the DACF(Art.240 and 252) • A local Government Act was then passed in 1993 , Act 462 to Operationalisedthe Constitutional provision • Sub-national Governments were created by Act 462 in the form of Metropolitans, Municipalities and , District Assemblies(MMDAs). • Provisions were subsequently made in other legislations to adequately resource including Human, Financial, Physical infrastructure and other logistics for the MMDAs.

5. Introduction • Ghana’s Decentralization and local government system emphasis on governance (partnership and process) rather than government; • Ghana’s decentralization process seeks to devolve political, administrative and financial authority from the centre to the LGs; • Ghana’s Constitution under Article 34 requires the state to “make democracy a reality by decentralizing the administrative and financial machinery of government to the regions and districts and by affording all possible opportunities to the people to participate in decision- making at every level in national life and in government”. • The LGs are called Districts, Municipal or Metropolitan Assemblies depending on: • population , • jurisdiction and the level of development. • Local Politicians are called Assembly members and the local ‘Parliament for a LG is called the GENERAL ASSEMBLY.

6. Introduction • In Ghana , National level decentralization means ministerial restructuring in which MDAs are restricted to policy making, planning, monitoring and evaluation of governmental activities. • Regional level decentralization is that of deconcentration which conceives the Regions as the political institution having a deconcentrated relationship with the central government with the various regional level offices of MDAs serving as bureaucratic and technocratic institutions. • District level decentralization is that of devolution which sets up local governments as a body corporate with a legal personality which can sue and be sued. Here the local governments are elected levels , have deliberative and legislative powers, is a taxing authority and virtually serve as ‘Parliament’ at the local level . • Decentralisation at the sub-unit level is that of delegation, by which the local governments cede part of their functions to sub district structures called area councils, urban councils, zonal councils and unit committees .

7. Introduction • The LG structure currently comprises 10 Regions and 216 LGs which are classed by level of development, population , geographical contiguity, economic viability etc). As such we have : • Metropolitan LGs ( which has a minimum population of 250,000 people) • Municipal LGs( which has a minimum population of 95,000 people) • District LGs ( which has a minimum population of 75,000 people) • The ten(10) thematic Areas of Ghana’s Decentralization Policy Emphasis are : • Political Decentralization and legal issues, • Administrative Decentralization, • Decentralized development planning , • Spatial planning, • Local Economic development, • Fiscal Decentralization, • Popular participation and Accountability, • Social Agenda, • Involvement of non-state actors in local governance, • Institutional mechanism for policy coordination • Decentralization implementation in Ghana goes with an action plan which based on which progress of implementation is assed annually.

9. Guiding Principles for Ghana’s Decentralization • Affords opportunities to participate in decision making at every LG; • Central government to transfers relevant functions, powers, responsibilities and resources to LG units in a coordinated manner; and in turn, LG transferring required resources to sub-structures; • Enhancing capacity of LG authorities to plan, initiate, coordinate, manage and execute policies in respect of all matters affecting the people in their areas; • LG accountability through effective citizen participation; • Effective control of persons in the service of LG by local authorities. • Ensuring Value for money in all transactions to reduce corruption.

10. Corporate Character of Local Governments in Ghana • In Ghana, LG are independent entities in law. They are of legal character with separate and establishment Legislative Instrument (L.I) ; • They are created ( declared and assigned a name)by President under an Executive Instrument(E.I) after satisfying the minimum population criteria and other factors including economic viability ; • The L.I establishes the LGs and provides for the following: • Actual name of an MMDA; • Number of persons each to be elected and those to be appointed; • Jurisdiction, functions, powers and responsibilities of the MMDA • The place where the principal offices of the Assembly are to be situated(capital) • LGs are then inaugurated with a common seal, logo and other special corporate trademarks to make them body corporate ; • These are undergoing major review and consolidation which will lead to a new but consolidated local government Bill by 2015.

11. Legal Framework for Decentralization in Ghana The main legal framework for decentralization in Ghana: • Ghana’s 1992 Constitution-Chapter 20(Articles 240-256) • The Local Government Act 462 of 1993 • A national Decentralization Policy and an Action Plan on Decentralization implementation • The National Development Planning Systems Act, 480 of 1993 • The District Assemblies Common fund Act 455 of 1993 • The Institute of Local Government Studies (ILGS) Act 647 of 2003; • The Local Government Service Act 656 of 2003; • Guidelines , Practice Notes and instructions on fund management • Financial Administration Act of 2003, Act 654 • Internal Audit Agency Act of 2003, Act 658 • Public Procurement Act of 2003, Act, 663 • Ghana Audit Service Act of 2004

12. Institutional Framework for LG in Ghana included • Ministry of Local Government and Rural Development (MLGRD) • Institute of Local Government Studies(ILGS) • Local Government Service • Inter-Ministerial Coordinating Committee on Local Government • National Development Planning Commission • Internal Audit Agency • Controller and Accountant General’s Department • Public Procurement Authority • Office of the Administrator of the District Assemblies Common fund • The National Association of Local Authorities of Ghana(NALAG) • Local Government Network of Ghana( LOGNet)

14. The 216 LGs in Ghana

15. Functions of Local Governments in Ghana • Responsible for the overall development of the LG ; • Formulate and execute plans, programmes and strategies for the effective mobilization of the resources necessary for the overall development of the LG; • Promote and support productive activity and social development in the LG and remove any obstacle to initiate and development; • Initiate programmes for the development of basic infrastructure and provide municipal works and services in the LG; • Development, improvement and management of human settlements and the environment in the LG; • Maintenance of security and public safety in the LG.

16. The issue of local Government Capacity • Article 240(2) of Ghana’s Constitution requires ‘Parliament to make law to take measures that are necessary to enhance the capacity of local government authorities to plan, initiate, coordinate , manage and execute policies in respect of matters affecting the people within their areas , with a view to ultimately achieving localization of those activities’. • Ghana’s decentralization requires the transfer of functions, powers, responsibilities ,resources and competence LG in a sustainable and coordinated manner; • In Ghana various efforts have been made over the years, to harmonize and rationalize the delivery and funding of LG capacity building/training with little success ; • The establishment of the ILGS in 1999 to strengthen the capacity of local government stakeholders through the provision of management education, information mobilization and dissemination services.

17. Establishment of ILGS • The idea was conceived in 1999 by the Government of Ghana; • The World Bank and the Dutch Government were contacted for both infrastructural and technical support ; • The requested yielded results with the formulation of the Capacity Building for Decentralization (CBDG) Project which gave birth to the ILGS as a project in May 1999 to run till 2003; • In July 2003 when the project ended, the ILGS was converted into a public management development institute under ILGS Act 462 to coordinate LG capacity building issues in Ghana

18. Importance of local Competency in LG system • Ghana’s LG and decentralization arrangements sought to transfer POWER, COMPETENCE and MEANS to LG units; • Various laws were passed to operationalized these three objectives: • A Local Government Act 462 of 1993 for transfer of power; • A District Assemblies Common Fund Act of 1994 to support transfer of means; • The transfer of competence was left in abeyance to be managed by the national civil service in collaboration with the MLGRD • In 2003 a review of Ghana’s LG system brought to the fore the need to pass other laws and set up institutions to fast-track the decentralization process. • The Local Government Service Act 656 of 2003 was passed to set up a special LG service to decouple the management of LG staff from the main civil service in other to assure an all-time availability of certain categories of staff at the LG level; • The Institute of Local Government Studies Act 647 of 2003 to set-up a specialized institute to build the capacities of actors and staff in the LG system.

19. The ILGS Training and Clients • ILGS has played a lead role in providing training for LGs in a consistent, coordinated and sustained manner. • Clients and target for ILGS training includes: • Functionaries at the local governments and sub local governments units • Ministry of Local Government and Rural Development(MLGRD) • The Local Government Service of Ghana • The Civil Service of Ghana • Cabinet and National Parliament, • Functionaries at the Regional level • Development Partners and CSOs, • Students and lecturers from various Universities and Management Development Institutes, • Traditional Authorities and Faith Based Organisations(FBOs) • Professional bodies such as the Institute of Chartered Accountant, Ghana Bar Association , Ghana Journalist Association etc, • National Association of Local Authorities of Ghana(NALAG), • the Civil and Local Government Staff Association (CLOSAG) etc.

20. The ILGS and Functions • ILGS as a public management development institution works under the supervision of the MLGRD and has responsibility for : • Initiating and conducting Educational and Training programmes for LG staff, assembly members and stakeholders; • Undertaking and promoting research in LG , • Developing training materials for LG units; • Developing specialized libraries relevant for the purpose of LG; • Providing consultancy and advisory services ; • Collaborating with national and international institutions of relevance for local level capacity building and support.

21. Activities between 1999-2003 • The institute opened its Northern Ghana Campus in February, 2000 . • Between June and December, 1999 training and education activities started within the context of implementing the CBDG Project with short terms skills based programmes. • From 1999 to 2003, the Institute was also involved in other capacity-building programmes and prepared itself for legal incorporation in collaboration with; • the World Bank Urban Projects, • the Danish Support for District Assemblies (DSDA II), • the European Union Human Resource Development (EU HRD). • The Institute was also able to attract some support for its own education and training activities from • independent foundations, • development organizations and • the Government of Ghana’s District Assemblies Common Fund (DACF). • The Institute’s Act transformed it into a legal entity with the right to sue and be sued in 2003 ;

22. The CBDG project and the ILGS • The CBDG project is a world bank / Dutch government support to the Government of Ghana to ensure that short courses, seminar, workshops tailored to meet the immediate needs of local government actors were provided over a period of 1 to 5 days; • Courses such as : • Financial accounting for non accountants • Environmental management • Urban Management and Planning • Disbursement and management of public funds; • CSOs in local; government and Traditional authorities and local government • Local Economic development and Strategic leadership • Conflict management and Auditing and effective local governance • Procurement and contracting • Branding and marketing of municipal services • Secretarial and office management • Records management at the local government level • Gender and development at the local government level • Law making powers of local governments and Media and local governance etc • These prepared ILGS to develop various manuals , resource persons database and training delivery systems and logistical support measures, carve a niche for ourselves to support our other core mandate • Prior to the CBDG project which gave birth to the ILGS lLG was not coordinated and officers had to go to the civil service training school or the Ghana Institute Of Public Administration and Management (GIMPA) for their training.

23. What has ILGS done since inception • Provided management services and training to LGs and academic programs; • Conducted courses, workshops, seminars and conferences in local governance reaching an average of 15,000 persons annually; • Undertaken research into various LG issues and provided platforms for sharing such research ; • Developed a range of training materials and published relevant literature ; • Provided consultancy and advisory services to government agencies and CSOs; • Earned professional respect among stakeholders in the LG sector which becomes its brand and trump-card for sustainable funding; • Commenced the running of four (4) Graduate Masters Programmes ; • Ability to self finance all its programmes without central government funding; • Operates with a skeletal and young but highly qualified faculty making its wage bill within manageable limits; • Relying on associates made up of experts in the various fields- (serving and retired LG practitioners) for its training as and when required

24. The ILGS after incorporation • In 2004 the ILGS undertook an institutional development project to develop its systems and organizational manuals to opposition it within the meaning of its establishment instruments. Which led to the development of the following aside the ILGS Act : • ILGS Regulations • the first and second corporate plans , 2005-2010 and 2011-2016 respectively ; • Staff conditions and schemes of service • performance management frameworks • Administrative and systems manuals etc.

25. Mission and Vision The ILGS has operationalized its mandate by formulating two strategic plans 2005-2010 and 2011-2016 re-echoes its vision and mission : Mission • To strengthen the capacities of LGs, Regions and other interested parties to deliver efficient and effective LG by providing excellent management education, training and development, research and consultancy, information mobilization and dissemination services. Vision: • To be a centre of excellence for building , strengthening, and consolidating LG for the delivery of sustainable decentralised development. Core values: • Integrity ; Strategic Leadership , Creativity and Service Excellence

26. Objects of the ILGS • Under Section 3 of the ILGS Act 647, the objectives of the Institute are organizing the training of: • Members of the Regional Coordinating Councils, district assemblies and lower local government units; • Staff and personnel in the local government and related sectors and • Any other person or body, local or foreign interested in governance to enhance the managerial, administrative, financial and operational efficiency of organs and units of local government.

27. Core and Non-Core Activities • Core activities of the Institute are : • Training and Management Development; • Research, Consultancy and Advisory Services; • Documentation and Information Services; • Academic and Other Educational Programmes and Certification. • Non-core activities necessary to sustain the Institute are : • General Administration and Human Resource Management; • Finance and Accounts; Internal Audit; • Procurement and Materials Management; • Restaurant Services; • Plant Maintenance and

28. Operationalizing its full Mandate after incorporation • After incorporation in 2003 the Local Government Service(LGS) was also established under Act 656 around the same year to decouple the management of LG staff from the central civil service system; • The ILGS was then faced with the task of fast-tracking the operationalization of all its core functions; • Prior to the establishment of the LGS ,the ILGS has concentrated on running short term courses for the local government staff in order to meet only one of its core mandate ‘ Training and Development’ • Other mandates of the ILGS were then operationlaised with speed in the areas of : • Developing Academic and Other Educational Programmes and Certification • Research, Consultancy and Advisory Services; • Documentation and Information Services;

30. 16 Depts. MCE MCD • MPCU (MPO = Secretary) Internal Audit Infrastructure Dept. Financial Sector Dept. Social Sector Dept. Environmental Dept. Economic Sector Dept. Urban Roads Dept. Education, Youth & Sports Dept. Budget & Rating Dept. Central Administration Dept. Legal Department SW & CD Dept. District Health Dept. Works Dept. Physical Planning Dept. Trade & Industry Dept. Agric Dept. Disaster Prevention Dept. Waste Mgt. Dept. Natural Resources Conservation Finance Dept. Transport Dept. Building section (Works & R. Housing) Water Section Feeder Roads Section NADMO Section Revenue Mobilization Treasury Fire Section SW Section CD Section Coop Section Cottage Industry Section Internal Disaster Refugee Section T&CP Section P&G Section DMOH Section Environ Health Agric Engineering Section Crop Services Section Education Section Game & Wildlife Section Forestry Section Library section R. Birth & Death Section Animal Health and Production Section Youth Section Fisheries Section Sports Section Agric Extension Section Basic Education Unit

31. ILGS Masters Programmes in Local Government Studies We approached these through the various Deans and • Securing accreditation from the National Accreditation Board of Ghana to run 4 Graduate Masters Programmes in the areas of : • Local Government Administration and Organization(LGAO); • Local Government Financial Management(LGFM); • Local Economic Development ( LED); • Environmental Science Policy and Management(ESPM) • Upgrade the short term skills-based programmes into Continuous Professional Development(CPDs) Programmes for staff of the Local Government Services as scheme based Programmesfor their promotion in five(5) Areas.

33. Programme structure • The programmes are in response to the provisions under the Scheme of Service and other protocols of the Local Government Service; • They are to enhance the professional Knowledge, Skills and Attitudes of Local Government Staff for improved job performance; • The Local Government Service thus becomes the biggest client of the ILGS; • Linking career based programme to the Academic programmes. Plans are advanced to work out an exemption arrangement to enable persons who completes our career based programme to progress to take few courses on the academic to be awarded a Maser Degree in the relevant field.

34. Trajectory for the LGS Continuous Staff Development Programme

35. Operationalising other functions of the ILGS • Supporting the scheme based and the academic programmes are strong : • Research, Consultancy and Advisory Services as well as ; • An Documentation and Information Services; • These services are managed by various Deans and they are to ensure that adequate research is conducted into all the programmes to ensure continues relevance and adequate impact. • Tracer studies are conducted to inform the design and implementation of all programmes; • Availability of a strong research faculty which gives us the upper hand to also consult and advise other institutions for additional income; • Local Government Information documentation and management is key to back research and training . This facilitates documentation of best practice in local governance as a way of learning and sharing experiences; • Our information center has a start-of -the art facilities to serve as a central depository for all current and relevant information on local government and decentralization. This is to support and back stop all the other functional areas.

36. Specific Legal Functions of the ILGS • Functions of the ILGS under Section 4 of Act 647 included the following: • Arranging courses, workshops, seminars and conferences for persons engaged in areas of LG; • Prescribing the qualifications of persons eligible for training at the Institute; • Undertaking and promoting research in local governance; • Developing training materials for members of the RCCs, District Assemblies and other LG units; • Publishing relevant literature; • Developing specialized libraries for purposes of LG; • Providing consultancy and advisory services to the Government, units of LG and other parties requiring such services; • Collaborating with national and international institutions of relevance; • Awarding certificates, diplomas and higher qualifications as may be agreed upon by the Institute and approved by the National Accreditation Board; as well as • Any other functions assigned by the Minister.

37. Governing of the institute • For the purposes of effective governance of the institute, its law has provided the following governance structure: National Parliament Minister for Local Government and Rural Development Governing Council of the ILGS Management and Staff of the ILGS

38. The Governing Council of the ILGS The ILGS per its functions and objects has an eleven(11) member governing council whose membership reflects the various institutions in the LG sector who have a direct stake in the business of the ILGS. Membership are as follows: • A chairperson and 3 other persons (at least one of whom shall be a woman) appointed by the President in consultation with Ghana’s Council of State. • The Director of the Institute; • 1 Representative of the Ministry of Local Government, not below the rank of Director; • 1 Person not below the rank of a Director in the Public Services representing each of the following key institutions: • the National Development Planning Commission(NDPC); • the National Association of Local Government Authorities of Ghana(NALAG); • the Public Services Commission of Ghana; • the Local Government Service; • the National Council for Tertiary Education; and

39. Management and Staff of the Institute. Leading the management staff are 3 important personalities provided for by the ILGS Act- The Director, Deputy Directors of campuses and the Registrar • The Directors is appointed by the governing Council and holds office for a period not exceeding two(2) terms of five(5) years each; • The Director is subject to the directives of the governing Council for the day-to-day administration of the Institute. • Functions of the Director includes: • exercise general authority over the academic and administrative staff of the Institute; • co-ordinate and implement the programmes of the Institute; and • submit annual reports of the activities of the Institute to the Board.

40. Other staff of the institute • The ILGS Act allows the governing Council to appoint other officers and employees as may be necessary for the proper and effective achievement of its objectives; • There are 3 main professionals staff in the management category of Deans: • Dean of Graduate Studies and Research • Dean of Management Development and Training • Dean of Consultancy and Advisory Services • There are a number of centres, departments and units under each Dean; • The institute also operates with centres of excellence which are under the direction of the Deans; • Other public officers may be transferred or seconded to the Institute with the approval of the Council; • The Council has the right to engage the services of such consultants and advisers as may be required for our job.

41. Funding the Operations of the ILGS. • Annual budgetary allocation made to the Institute by Parliament; • Fees accrued in the course of the performance of its functions consisting of: • fees paid by course participants at the Institute; • fees, charges and dues in respect of services rendered by or through the Institute; • proceeds of the sale of publications of the Institute; and • Donations, gifts and income from any other source approved by the Minister and the Minister for Finance. • ILGS is yet to receive a major funding from central government since its establishment as a project in 1999 and the subsequent conversion into a public institution in 2003. • The institute as a corporate entity can also borrow funds for its operations subject to the public sector institutions borrowing requirements.

42. Indirect Funding Sources • The institute also rents out portions of its facilities to institutions and organizations for their programmes; • The institute normally rents out it conference halls, lecture halls, cafeteria thereby providing lunch and modest accommodation for students and stakeholders; • These services are rendered by the hospitality unit of the institute which normally backstops all the above revenue centers of our operations.

43. ILGS Operating as a self financing institution • Self financing of the institute has been attained by ensuring that each of the Deans and campuses operates as revenue units: • Dean Studies and Research is to operationalise the Academic Graduate Masters programmes on a fee paying basis to support institutional financing and operations; • Dean management Development and Training has to design scheme based programmes-certificate, diplomas and chief executives programmes and other short courses which are fee paying for staff of the LGs and other functionaries to raise additional revenue to support institutional operations; • The Dean Consultancy and Advisory services is required to undertake consultancy and advisory services ,manage our collaborations with national and international institutions as well as operating various centers of excellence to also generate additional revenue to support institutional operations. • The institute complies with all standard national financial management practices and has never reneged on its obligation to report through the Minister for local government to the national Parliament on its activities.

44. Financial Management of the Institute • The institute normally prepares budget estimates and a statement of assets and liabilities of the Institute for each financial year and present the estimates to the Council for its consideration and approval not later than two months before the end of the financial year. • In terms of Accounts and Audits, the institute keep books of account and proper records in relation to them for the Auditing . • The financial year of the Institute is same as that of the financial year of the Government; • Making of L.I.s: the ILGS Act allows the Minister for Local Government to make legislative Instruments(L.Is) and other Regulations to facilitate the management of the Act.

45. Challenges • Turf war and duplicity in local government training by other national level institutions; • Involvement of private sector in LG training without adequate pre-qualification; • The issue of Coordination and Quality assuring capacity building in the LG sector • Unavailability of core funding and predictable resources for LG Capacity Building ; • Difficulty in attaining targets due to frequent changes in the LG sector; • Influence of external factors such as the slow operationalization of the Local Government Service (LGS); • Inadequate logistics and infrastructural base; • Constitutional review process and implications for decentralization and local governance; • Operationalization of LI 1961and integration of departments into assemblies’ administrations; • Increased capacity needs of district and regional level functionaries • Proliferation of competitors and consultancy firms, CSOs and academic institutions in local government training; • Aid harmonization policies (of development partners) and frequent Political changes

46. Copping Mechanisms • Adoption of operational flexibility to enable various campuses to initiate, evolve, innovate and adapt products and services to respond to local conditions, unforeseen events and demands. • Prioritize research into the non partisan nature of district assemblies; • Expand the institutional networks for affiliation with local and international Universities • Develop Certificate, Postgraduate Certificates and Diploma Programmes for lower level staff of local government administrations • Activate support for assigning a portion of the 2% of DACF for capacity-building to the Institute of Local Government Studies (ILGS) • Expand our collaboration with other international institutions; • Evolve innovative strategies for increasing internally generated revenue • Expansion of facilities to generate extra income.

47. Copping Mechanisms • Step up consultancy and research efforts and expand clientele base; • Develop a comprehensive IT Training Facility ; • Working on expanding training delivery by establishing other campuses in the other regions of Ghana; • Introduce a Video conferencing facilities for distance education and training; • Improving Staffing and Conditions of Service; • Support the design and development of various new academic programmes from certificate, Diploma, Bachelors, Masters and Doctorates.

48. Coping Mechanisms • Recruiting and retaining competent staff to provide world-class instruction; • Continuous education for existing faculty members and Expanding database for Associates; • Improved staff loyalty and motivation through the introduction of • Better salaries, Bonuses, Finders’ fees • Promotion and career development • Performance contracting to serve as a monitoring and evaluation tool both in the short and medium term to • Reward high performers • Opportunities to improve staff skills • Evidence-based motivational schemes

49. Coping Mechanism • Securing financial resources to fund programmes consistent with the requirements of LG functionaries and the Institute’s training plans; • Securing technical support to expand curriculum, review and update existing stock of training manuals; • Securing support to expand Infrastructural and development of current academic, residential, office and recreational facilities; • Strengthening internal human resource capacity and staff motivation including opportunities for exchange programmes and career development initiatives.

50. Challenges to Capacity Building for the Future • Training diversification to avoid overemphasis on technical officers to the disadvantage of local politicians; • Multiplicity of capacity building interventions in the LG sector; • Training is not normally built on previous learning making it difficult to attribute improvements in capacity or performance of local staff to particular capacity-building interventions; • Ambiguity in the sector as to how to treat ILGS: • whether as another service provider, an arbiter of standards or as a key agency of government with particular responsibilities for education and training as well as research and consultancy.