of the Workshop on the Establishment of the Network of Local Government
Training and Research Institutes
2-5 March 1999
Asian Institute of Technology
Table of contents
I. Organization of
II. Opening Session
III. Analysis of
the questionnaire and programme strategies and priorities
IV. Virtual Policy
and operational modalities of the Network
with IUAL-ASPAC and other organizations
VII. Charter of the
VII. Closing of the
Annex I: List
Annex II: Agenda
of the workshop
Charter of the Network of Local Government Training and Research
Institutes in Asia and the Pacific
Annex IV: Issue
papers presented at the workshop
1: Programme strategies of the Network
2: Virtual Policy Studio-an Internet Based Capacity Building
3: Institutional and operational modalities of the Network
4: Profiles of institutes interested in hosting the secretariat
of the network
Asia and the Pacific is going through an unprecedented economic,
social and political transformation caused by rapid urbanization,
globalization and liberalization of economies, political liberalization
and the advent of the information age. By 2015, 17 of the world's
27 largest cities will be located in Asia. Smaller cities and
towns in the region will also experience unprecedented growth.
Management of cities, especially large cities and towns will be
critical. Local governments will be challenged by the provision
of basic services, efficient and affordable transportation and
an environment under threat by high population and industrial
densities and the poverty of large portions of the population.
Local governments will face new and far more complex urban problems.
With large concentrations of population, the need for infrastructure
to maintain and improve quality of life will be tremendous. Capital
for infrastructure development will have to come from the global
capital market in which even the largest city is only a small
player. To acquire a sufficient share of international capital
investments local governments will have to collaborate intensively
with the private sector and civil society to make their city or
town attractive to international capital and investment.
Under the forces of economic globalization, a new form of "city-state"
is emerging. Roles and responsibilities, which in most countries
traditionally have been handled by central government, are now
being handed over to local governments, because of the need for
faster and more focused responses to local needs and demands.
Moreover with market deregulation is resulting in increased involvement
by the private sector in the delivery of urban services. Local
governments need to develop new forms of partnership or alliances
with the private sector and civil society to ensure that the necessary
services are delivered and the public interest is protected. This
requires a new attitude and culture in the public sector as well
as new urban management tools and techniques.
However, local governments have lost much of its credibility
as the manager of urban development in the eyes of the general
public. As a result, the urban population is increasingly voting
against or avoiding the payment of taxes and turning towards the
private sector for services. The reduction in public resources
for urban development comes at a time when the extent of urban
poverty and environmental degradation is increasing and market
forces are overwhelming the city. The inability of urban local
governments to address these problems further erodes its credibility.
At the same time, greater democratization resulting from political
liberalization and access to information technologies in the region,
people are becoming better informed and more and more vocal, and
are pressurizing local government to make sure that the necessary
services are provided. Investors are also closely examining the
quality and efficiency of urban systems, both for service delivery
and governance, when making decisions on the location of investments.
In order to regain its credibility local government has to improve
the effectiveness and efficiency of its activities, the transparency
of its decision-making and its accountability for its actions.
This requires massive investments in human resources development,
institutional reform and attitudinal change among those who are
entrusted with governing local authorities. One of the key constraints
to this is that those entrusted with enhancing the capacities
of local governments, namely local government training and research
institutes, themselves lack capacity.
One cost-effective means of building capacities of these institutes
is through networking and promoting cooperation among them. Many
of these institutes have expertise or experience in a particular
field, which others lack. Encouraging advisory services, exchange
of staff and information, joint-training workshops, as well as,
comparative research and documentation of good and bad practices
would go a long way in building their capacities.
Creating networks is often easier than sustaining them. One of
the key problems with many networks is that they spend considerable
amount of resources on management and determining policy directions
rather than on implementing programmes for their members. This
usually results in their becoming international or regional clubs
where the heads of the member organizations meet regularly to
decide policies, which cannot be implemented because of a lack
of resources. New information technologies such as e-mail and
Internet provide opportunities for low-cost management, exchange
of ideas and information, comparative research and distance-based
Consequently, while the overall objective of the Workshop was
to establish a network of local government training and research
institutions in Asia and the Pacific, the specific objectives
- To discuss regional cooperation
and networking among local government training and research
institutes in Asia and the Pacific.
- To discuss and finalize operational
and institutional modalities and programme priorities
of the Network.
- To explore the possibility of
Internet-based distance learning and training of trainers
and local government officials.
of the Workshop
The United Nations Economic and Social Commission for Asia and
the Pacific (ESCAP) organized the Workshop in collaboration with
the Asia Pacific Section of the International Union of Local Authorities
(IULA-ASPAC). The Urban Management Centre of the Asian Institute
of Technology (UMC-AIT) hosted it. The Government of the Netherlands
and UMC-AIT provided funding for the Workshop.
Venue and dates
The Workshop was held at the AIT Centre, Prathumthani, Thailand
from 2 to 5 March 1999. The agenda of the Workshop is annexed.
High level representatives of 20 local government training and
research institutes attended the Workshop. The institutes represented
were: Institute of Municipal Management (IMM), Centre for Local
Government Education and Research of the University of Technology-Sydney
(CLG-UTS), Western Sydney Research Institute of the Western Sydney
University (WSRI), National Institute of Local Government (NILG),
China Training Center for Senior Civil Servants (CTCSCS), Zhejiang
Training and Continuing Education Center for Personnel (ZTCECP),
All India Institute of Local Self Government (AIILSG), Human Settlements
Management Institute (HSMI), the Fire Academy, Environmental Protection
and Research Centre (EPRC), Training and Education Agency (TEA),
National Institute of Public Administration (INTAN), Local Development
Training Academy (LDTA), Urban Development Training Centre (UDTC-LDTA),
Local Government Academy (LGA), Local Government Development Foundation
(LOGODEF), Korea Research Institute of Local Administration (KRILA),
Local Government Management Unit, Ministry of Provincial Councils
and Local Government (LGMU), Sri Lanka Institute of Development
Administration (SLIDA), Urban Management Centre, Asian Institute
of Technology (UMC-AIT). In addition to these representatives
of the Continuing Education Centre of the Asian Institute of Technology
(CEC-AIT), University of Wales, Cardiff and Centre for Built Environment,
International Union of Local Authorities-Asia Pacific Section
(IULA-ASPAC), the Regional Network of Local Authorities for the
Management of Human Settlements (CITYNET) and the UNCHS/UNDP Urban
Management Programme-Asia attended the Workshop. A detailed list
of participants is annexed.
Professor Yap Kioe Sheng, the Director of the Urban Management
Centre of the Asian Institute of Technology in his address welcomed
the participants to the Workshop. He outlined the challenges facing
local governments and the need for increasing their capacities
to meet these. He noted that the Workshop was unique in that it
had gathered local government training institutes together for
the first time. Earlier attempts at capacity building of local
governments in Asia and the Pacific had concentrated on local
governments either at the country-level, directly with a particular
local government or through networks like CityNet and IULA-ASPAC.
While these networks provided important avenues for raising awareness
and policy dialogues among local governments, given that there
were over five thousand local governments in China alone, the
efforts of this approach, particularly for capacity building and
human resource development of local governments were rather limited.
Perhaps through increasing the capacities of national and sub-national
local government training and research institutes would it be
possible to address the immense needs of the region.
He pointed out that new information technologies offered a cost-effective
means for distance training, comparative research and policy dialogue.
With increasing access to Internet and e-mail in the region, distance
learning through the Internet had now become feasible and cost
Mr. Endi Rukmo, the Secretary General of the Asia-Pacific Section
of the International Union of Local Authorities (IULA-ASPAC) in
his address thanked ESCAP and UMC for organizing and hosting the
Workshop. He informed the participants that through its Training,
Education and Research Committee (TERC) IULA-ASPAC had been concentrating
on capacity building of local authorities for some time now. He
noted that the proposed network was an intermediary step for achieving
the ultimate goal of increasing the capacities of local governments.
Therefore mechanisms needed to be developed to constantly assess
the needs of local governments. He also stated that the relationship
between IULA-ASPAC and the proposed network needed to be determined
in the near future, as some of the institutes present were members
of TERC. He hoped that eventually the proposed network would serve
as TERC of IULA-ASPAC.
Mr. Nibhon Debavalya, the Director of the Population and Rural
and Urban Development Division of ESCAP, opened the Workshop.
In his opening address he stated that the fact that so many institutes
had decided to participate in the Workshop showed that they too
had felt a need to establish a network of local government training
and research institutions. He agreed with Professor Yap that the
task of strengthening capacities was immense and that to accomplish
it capacity building of local government training and research
institutes was urgently needed. He advised the Workshop that success
in this multicultural Workshop depended on the participants' abilities
to understand each other's views and to work towards building
He thanked UMC, IULA-ASPAC and the Government of the Netherlands
for enabling ESCAP to organize the Workshop. Without these partners,
ESCAP would have found organizing the Workshop very difficult.
of the questionnaire and programme strategies and priorities
The ESCAP secretariat presented a paper on Programme strategies
of the Network, which was based on an analysis of a questionnaire,
sent out to 23 institutes, which had been identified by their
governments and by IULA-ASPAC. The Workshop discussed programme
strategies and determined priorities based on the presentation.
The following issues were discussed and agreed upon.
Exchange of information
The Workshop felt that the flow of information and exchange of
experience were key components for increasing the capacities of
the member institutes. These functions of the Network should strike
a balance between minimum cost and maximum coverage. Past experience
showed that printed newsletters were not quite effective in disseminating
information. Firstly, because of cost constraints the copies printed
and posted were limited. Moreover, these were not circulated extensively
in the host institution, often remaining in the office of the
chief executive officer or some of the higher level officials.
Given the advances in e-mail and the Internet in the Asian and
Pacific region, it was agreed that the communication and information
exchange strategy of the Network would be undertaken through these
media. Responses to the questionnaires indicated that 16 out of
23 institutes (70 per cent) of the institutes had e-mail connections.
The responses also indicated that 20 out of 23 had office automation
or information technology facilities, which could easily be linked
to e-mail and the Internet. The Network would start an e-mail
newsletter as soon as possible. The newsletter, similar to one
brought out by news wire services, would update members on latest
news and issues in the field of local government training, provide
information on the programmes of member institutes, a calendar
of meetings, etc. Members would send queries, comments and information
to be included in the newsletter. Participating institutes would
include as many of their staff as possible in the mailing list
of the newsletter. Those institutes which did not have access
to e-mail, would receive a simple A-4 printed copy of the newsletter
until they acquired access to e-mail.
In addition to issuing an e-mail newsletter the Network would
maintain a needsresources matching database of participating institutes,
based on the database developed by ESCAP. This would facilitate
matching needs and resources among the members of the Network.
Members would send queries to the secretariat of the Network,
which would then match needs with resources and put members in
contact with each other. In the year 2000 the Network was expected
to establish its own web-site. The main feature of the web-site
would be the needs-resources matching data bank of participating
institutes so that the members could interact with each other
directly, easing the work of the secretariat. The databank would
be updated every six months to ensure that it remained relevant.
Members without access to Internet would receive biennial printed
copies of the database. In addition to the database the web-site
would also have links to other web-sites of relevance to the Network
members and any other material members may deem necessary.
Training, research and exchange
of experience and the use of TCDC modality
Training, research and exchange of experience would be done through
various means including Internet-based learning, regional training
workshops involving more than one institute, roving national training
workshops where experts from one or more institutes conduct similar
training programmes either sub-regionally or at a member institute
requiring such training, advisory services from one institute
to another, exchange of staff etc. Given that the resources at
the disposal of the Network would most probably be limited, the
Workshop adopted the TCDC (Technical Cooperation among Developing
Countries) approach developed by the United Nations system as
a cost sharing mechanism. The Workshop decided that under such
an approach the Network would defray international costs of participation
while the participating institutes would bear all the local costs.
The Workshop felt that such a modality was also attractive to
donors as they saw cost sharing as a measure of effective demand.
Joint or comparative research activities would be undertaken on
a similar basis.
Responses to the questionnaire indicated that 21 out of 23 institutes
had seminar rooms and 15 out of 23 had dormitory facilities. Access
to such facilities would considerably add to the successful implementation
of the TCDC modality, as costs for accommodation and food could
be substantially reduced.
Based on the analysis of the questionnaires and the ensuing discussions
with selected institutes the secretariat had prepared a list of
activities which was divided into four categories, namely: advisory
services, training, exchange of experience and information and
research. A list of activities was compiled and presented to the
Workshop. The list of activities was fairly comprehensive but
not exhaustive and participating institutes were asked to add
other activities. Before coming to the Workshop, each participating
institute was required to hold an internal discussion with institute
staff on prioritization of activities. Each institute had to decide:
1. Whether it wanted to add to the
list of activities
2. Activities it would like to be involved
3. The form and contents of these activities
4. Whether it could host any of the
5. Whether it could take the lead in
designing the activity
6. Whether it could provide resource
persons to conduct the activities.
A total of three training workshops and ten advisory services/exchange
visits were programmed in the project document, which ESCAP had
prepared for funding from the Netherlands. The Workshop decided
that two comparative research studies should also be undertaken,
within the funding limits of the project document. All of the
activities extracted from the questionnaire were put up on notice
boards and institutes were required to "sign up" under each of
the activities. Activities in each category, which received the
largest number of "votes" were deemed as having the greatest priority.
In the follow-up discussions these priority activities were programmed
and a lead institution was chosen to implement the activity, in
consultation with the members who had shown an interest in participating
in the activity.
The Workshop decided that the activities chosen needed more articulation
and ESCAP agreed to work with the lead institutes to further refine
these activities. Moreover the workshop decided that one additional
training workshop would be chosen for long distance learning,
using the "Virtual Policy Studio" system developed by UMC and
University of Wales, Cardiff. The choice was left to ESCAP, UMC-AIT
and University of Wales. Table 1 provides the list of activities,
the votes received by each activity, the appointed lead institution
and the timeframe of the activity.
Table 1: List of activities and
|Innovative training methodologies
|Strategic planning and management
|Local government finance
|Strategies for infrastructure and services development and
|Conducting operations and management studies
|Local economic development strategies
|Project planning and management
|Urban environmental management
|Urban governance and local government structures
|Urban planning and management
|Solid waste management
|Total quality management and ISO ratings for local governments
|Office automation and the use of information technologies
|Total quality management and ISO ratings for training and
|Exchange of experience and information
|Information sharing on research programmes
|Information sharing on training programmes
|Exchange of staff
|Information sharing on publications
|Exchange of students
|Financial management of local governments
|Application of ISO ratings to local government functions
(as documentation rather than research)
|Innovative approaches to local-level environmental management
|Local level planning
|Sanitation and waste management
|Human resources policies
|Urban redevelopment and management of urban public facilities
* These two research studies are to be taken in conjunction.
Table 2 provides the lists of advisory services and exchange
visits, which have already been agreed to bilaterally between
the institutions concerned. The Workshop decided that in addition
to the advisory services and exchange visits outlined in Table
2, member institutions could request for advisory services, exchange
visits etc. at a later date, subject to the availability of funds.
Table 2: Advisory services and
exchange visits already agreed upon
|Operations and management of training institutes
||LGMU to INTAN
||5 days in Sep-Oct 1999
|Development of training and research methodologies
||WSRI to LGMU
||10 days in Nov-Dec 1999
|Use of information technology in training
||CLG-UTS to HSMI
||14 days in Oct-Nov 1999
|Urban Management strategies
||HSMI, CLG-UTS, WSRI to LGA, LOGODEF
||4 days in June 1999
|ISO 9000 for local governments
||LDTA, LGA to INTAN
||5 days in August 1999
|Experience sharing on training programmes and strategies
||LDTA to LGA
||4 days in December 1999
UMC-AIT and Cardiff University presented the Virtual Policy Studio
(VPS), an Internet Based Capacity Building Tool. VPS brings together
local government staff and officials from different levels in
an organization, international experts and other participants
with a moderator. The VPS is aimed not just at the transfer of
knowledge but also at providing skills with a focus on implementation
and understanding the requirements for translating knowledge and
skills into effective action.
A typical VPS comprises:
- participants drawn from active urban
management roles in cities selected by participating institutions
- participating institutions
- a workshop facilitator
- international experts
- a virtual studio providing an Internet-based
multi-media platform for individual and group learning, discussion,
networking and problem solving.
A VPS is designed to be run both as a virtual short course and
as a background resource - an urban managers' club with rooms
for a variety of special policy interests. As a short course,
a VPS might be run for two weeks, drawing together participants
from the groups listed above for a collaborative learning experience.
Participants are required to commit time to the VPS during the
two weeks and to organize personal access to a multi-media WWW
terminal. Participants are guided through on-line study material
by a series of individual exercises and the on-line tutor, and
learn together and from each other in group problem-solving exercises.
A VPS is like an urban manager's clubhouse or an virtual training
centre. It contains:
- a learning resources library
- personal study rooms
- problem solving studios for group exercises
- a networking lounge for getting to know
other participants and
- a tutor's office
In addition, different types of participants have their own floor
in the VPS 'building' where the personal study rooms, tutors and
studio exercises are designed to suit their particular needs.
Participants were given an opportunity to use the VPS through
a moderated hands-on workshop. In the subsequent discussion, the
Workshop felt that the VPS should be tried out by the Network
as one of the training mechanisms. Representatives of UMC-AIT
and Cardiff University informed the participants that there were
cost implications involved in tailoring the system for a specific
training workshop for the Network. The Workshop decided that these
should be discussed between UMC-AIT, Cardiff University and ESCAP.
If costs were feasible a workshop on one of the topics identified
as priority should be organized in 1999.
and operational modalities of the Network
The ESCAP Secretariat presented the issue paper on institutional
and operational modalities of the Network. The Workshop noted
that past experience had shown that success of regional networks
depended on the ability of the networks to articulate the needs
and resources of their members and to match them, which to a great
extent determined the commitment of the members to the running
of the Network. It also depended on keeping overhead costs of
such servicing of needs to a minimum and developing modalities
which allowed members to interact with each other with relative
It also required strong leadership, which clearly articulated
policies and programmes and an efficient secretariat, which not
only facilitated communication with members, but also implemented
the programmes and policies articulated by the leadership. The
Workshop decided that the Network should have a clear vision,
an achievable mission and measurable objectives to ensure that
its membership and activities remained focused.
Vision, mission and objectives
of the Network
The Workshop decided that the vision of the Network would be:
"Effective and efficient local government which can meet the
needs and aspirations of its people".
Its mission would be:
"To build the capacities of local government training and research
institutes so that these institutes can provide sound technical
and managerial training and undertake research."
To achieve the vision and the mission of the Network the objectives
of the Network would be:
1. To establish technical co-operation among local government
training and research institutes in Asia and the Pacific.
2. To strengthen the institutional and technical capacities of
local government training and research institutes in Asia and
The Workshop decided that the membership of the Network be divided
into three categories
- Full members
- Associate members
- Honorary members
All local government training and research institutes in the
Asia and the Pacific region would be eligible to join the Network
as full members.
Local government training research institutes from outside the
Asian and Pacific region, university departments or other institutes,
networks and organizations which deal with local governments,
human settlements, public administration etc, whose involvement
or affiliation with the Network would be to its benefit could
join the Network as associate members. The General Council of
the Network would have the discretion to admit an institution
or an organization as a full or an associate member. The difference
between full members and associate members would be that associate
members would not be permitted to vote in the election of the
officers of the Network.
An honorary membership may be conferred upon individuals who
have made distinguished contributions to the Network to the promotion
of the vision, mission and objectives of the Network.
Decision making structure of the
The Workshop decided that the Network would have the following
decision making structure:
- General council
- President/Vice president
The general council would comprise of all full, associate and
honorary members. The general council would meet once either physically
or virtually through the electronic media, every year. It could
also meet in a special session upon the convocation of the president
or one third of its members.
The general council would establish the policies of the Network.
It would review and appraise the activities of the Network and
its annual work performance, as well as its finances. It would
elect the president and the vice president and would select an
institution to the secretariat. In addition to the above, the
general council would appoint a member, an associate member or
an honorary member as the performance auditor of the Network.
It could also appoint a person or an organization as an advisor
to the Network's secretariat.
President and Vice president
The president of the Network would be the chief executive officer
of one of its full members. The general council would appoint
a president and a vice president for a period of two years. The
president would chair the sessions of the general council and
oversee the work of the secretariat. The President could constitute,
with the approval of a majority of the members, various committees
of the members to oversee the activities of the Network and provide
advice on matters of relevance to the Network.
In the absence of the president, or his/her resignation or incapacitation
the vice president would assume his/her responsibilities
The Workshop decided that the secretariat of the Network would
be hosted by one of its full members. The host member would provide
the necessary office space and equipment as well as the salary
or the full time services of the Network Coordinator, one professional
staff and one secretary/administrative assistant. It could also
provide the services of a part time coordinator, supplemented
by an additional professional staff member. The Coordinator of
the Network could appoint additional staff members, with the approval
of the General Council. A member would host the secretariat for
a term of four years, subject to a mid-term review by the General
Council and the host institution. The General Council could reselect
the host of the Secretariat for one additional term only.
The Secretariat would be responsible to the President and the
General Council for:
1. The administration of the Network;
2. The implementation of the decisions and the instructions of
the General Council and the President;
3. The coordination of any standing committees;
4. The preparations for and servicing of the meetings of the
5. Regular and frequent communication with members of the General
6. Submission of an annual report on the activities of the Network
to the General Council;
7. The preparation of the annual programme of work;
8. Maintenance of financial accounts for annual audits;
9. The submission of annual statements of accounts to the General
10. Submission of annual budget estimates for the forthcoming
year to the General Council;
11. Implementation of any other function assigned by the General
Council and the President.
The Workshop decided to develop easy-to-measure performance indicators
and establish the position of a performance auditor. The Workshop
felt that many networks failed because they did not develop measurable
performance indicators at the outset and were thus unable to measure
their success, identify their deficiencies and undertake reforms
to improve the functioning of the organization. The Workshop also
felt that if they were to advocate measurable performance indicators
and transparency to local governments, their network should also
be held to the same standards.
The General Council would appoint the Performance Auditor from
one of its full, or associate members for a period of two years.
It could reappoint the Performance Auditor only once. The performance
auditor would submit a report to the General Council on the performance
of the Network, including the Secretariat, based on performance
indicators approved by the General Council. The Workshop agreed
that the member institute, which had been appointed as the performance
auditor would develop a set of performance indicators and circulate
it in the first issue of the e-mail newsletter. Members would
discuss the performance indicators and decide to adopt them within
one month of their circulation.
Financial and other resources of
The Workshop decided that financial resources of the Network
1. Membership fees;
2. Voluntary contributions;
3. Funds from governments, international and national organizations
and foundations as well as from the private sector;
4. Income from the sale of services, publications and other materials
particularly to non members
5. The Network could also receive contribution of a non-financial
nature or "in-kind" services.
ESCAP informed the Workshop that the survey of the participating
institutes showed that the average of fees that the members were
willing to pay was US$1,150/year. Therefore, the Workshop adopted
the following schedule of annual fees:
- Full members: US$ 1,000 per institute
- Associate members: US$ 500 per institute
- Honorary members (individuals): US$
100 per person per year
The Workshop requested ESCAP to assist the secretariat of the
Network in developing project documents for support of donors
either independently or as part of an ESCAP project.
with IULA-ASPAC and other organizations
The Workshop recognized the importance of establishing a close
relationship with IULA-ASPAC and other networks of local governments
and NGOs, as well as with international and multilateral organizations,
within and outside the United Nations system. However, the Workshop
felt that members should discuss such relationships at a later
date, when the Network was firmly established, functioning effectively
and had something concrete to offer, particularly to local government
of the Network
Drafting and adoption of the Charter
The Workshop constituted a committee comprising LGA, UDTC-LDTA,
KRILA, LOGODEF, NILG, CLG-UTS, INTAN and TEA to draft the charter.
ESCAP served as the secretary of the committee. The Draft charter
was discussed, refined and adopted by the Workshop. The charter
Name and acronym of the Network
The charter drafting committee was also assigned the task of
suggesting the name and acronym of the Network. The Workshop chose
"Network of Local Government Training and Research Institutes
in Asia and the Pacific" as the official name of the Network.
The Committee could not reach a consensus on an acronym and suggested
five acronyms to which participants added two more. As there was
no consensus on the acronym a vote was taken and 13 members chose
LOGOTRI as the acronym of the Network. The reasons for choosing
LOGOTRI were firstly because the acronym spells out local government
training and research institutes. Secondly because its pronunciation
as "logo tree" signifies the tree of knowledge (logos being the
Greek word for knowledge). Thirdly because the tree is the symbol
of sustainable growth which benefits humanity. The Workshop decided
to organize a competition among its members to design a logo for
LOGOTRI, which symbolizes the nature and mission of the Network
and its acronym.
Signing of the charter
Representatives of twenty institutes listed below signed the
charter of the Network of Local Government Training and Research
Institutes (LOGOTRI) and became its founding members.
Institute of Municipal Management (IMM),
Centre for Local Government Education and Research of the University
of Technology-Sydney (CLG-UTS),
Western Sydney Research Institute of the Western Sydney University
National Institute of Local Government (NILG)
China Training Center for Senior Civil Servants (CTCSCS)
Zhejiang Training and Continuing Education Center for Personnel
All India Institute of Local Self Government (AIILSG)
Human Settlements Management Institute (HSMI)
Environmental Protection and Research Centre (EPRC)
Training and Education Agency (TEA)
National Institute of Public Administration (INTAN)
Local Development Training Academy (LDTA)
Urban Development Training Centre (UDTC-LDTA)
Local Government Academy (LGA)
Local Government Development Foundation (LOGODEF)
Republic of Korea
Korea Research Institute of Local Administration (KRILA)
Local Government Management Unit, Ministry of Provincial Councils
and Local Government (LGMU)
Sri Lanka Institute of Development Administration (SLIDA)
Urban Management Centre, Asian Institute of Technology (UMC-AIT),
as Associate Member
of the Workshop
The newly elected officers of LOGOTRI presented closing remarks.
Dr. Elena Panganiban, Executive Director of LGA, who was elected
President, thanked the institutes present for showing their confidence
in her and her institute and promised to do her best to make the
Network successful. She also thanked ESCAP and UMC-AIT for organizing
and hosting the Workshop and getting the Network off the ground.
She expressed her hope that the relationships and linkages developed
at the Workshop would contribute to building a vibrant and sustainable
Mr. Chang Dongquan, the Deputy Director-General, China Training
Center for Senior Civil Servants, on behalf of his Director General
thanked the members of LOGOTRI for electing the Director General
of his Center as the Vice President. He assured members that his
Center would work diligently to make the Network successful.
Mr. G. P. Gorkhaly, the Principal of UDTC-LDTA, as the Coordinator
and host of the Secretariat thanked members for showing confidence
in UDTC-LDTA for accepting its offer to host the secretariat.
He said that as Coordinator of LOGOTRI he would work ceaselessly
to make the Network successful. He reiterated remarks made earlier
that the Network's success to a large extent depended on the interest
its members took in it. He requested members to help and guide
him in running the secretariat and coordinating the Network's
Mr. Robert Mellor, the Manager, Special Projects, CLG-UTS, who
was appointed as the Performance Auditor thanked the members for
appointing him and informed them that he would soon develop performance
indicators and forward them to the secretariat for circulation
to all members. He expressed his hope that performance audit reports
would not be construed as criticism of any sort but rather as
opportunities for improvement and growth.
In his closing remarks the representative of ESCAP congratulated
the members present for establishing the Network and noted the
appropriateness of the Network's acronym, LOGOTRI. He stated that
ESCAP had planted the sapling. Its growth into a tree, which would
be beneficial to all was up to the members. He also thanked UMC-AIT
for hosting the Workshop and IULA-ASPAC for cooperating in its
organization. He expressed his opinion that in the near future
IULA-ASPAC and LOGOTRI will evolve a symbiotic relationship.
* This report is issued as draft working paper
and has not been formally edited.
* The designations employed and the presentation of the material
in this publication do not imply the expression of any opinion
whatsoever on the part of the Secretariat of the United Nations
concerning the legal status of any county, territory, city or
area or of its authorities, or concerning the delimitation of
its frontiers or boundaries.