Capacity-building of local governments in Poland

1. Capacity-building of local governments in Poland Rafal Stanek R.Stanek@sponsor.com.pl

2. Beginning of local government in Poland • Most local government employees are those who worked in local agencies of central administration before 1990 • Council members (and mayors as well) came from former opposition parties and had little experience in governance • In the early 1990s, the majority of key personnel (heads of municipal divisions) was replaced

3. Beginning of local government in Poland • Universities lacked good curriculum for local public administration • Some universities had ‘old style’ programs for public administration; those with such diplomas are not always perceived as professionals by key municipal staff • In the early 1990s, foreign assistance programs started to train local government staff

4. Early 1990s • The National School of Public Administration in Warsaw was established, mainly for government employees (civil servants) • Some universities established post-diploma studies in public administration

5. Mid-1990s • Foreign assistance was enhanced • Several organizations (foundations, agencies) were involved in international co-operation and provided training for local government employees: • Municipal Development Agency (strongly supported by USAID), • Foundation in Support of Local Democracy and its network, • Foundation for Socio-economic Initiatives, • dozen of smaller NGOs and municipal associations, as well as consulting companies.

6. Mid-1990s • Foundation in Support of Local Democracy and its network established four schools of public administration • Universities enhanced their curriculum for public administration, introduced bachelor and then master studies in public administration • Master of Public Administration program (similar to MBA) was introduced in co-operation with western universities

7. Late 1990s • Almost all Economics or Business Universities introduced at least post diploma studies in public administration • Many of them offer regular bachelor’s or master’s degree programs • Master of Public Administration program (similar to MBA) was introduced in co-operation with western universities • The Civil Service Act was introduced in 1996, as a result a special training program was prepared and some civil servants were trained • Local government officials are not civil servants

8. Foreign assistance • British Know-How Fund: provided a significant number of training and presented a catalogue of best practices • USAID: • several smaller programs, some of them provided training for local government employees in particular subjects (such as environmental management on the local level, etc.) • Local Government Partnership Program (including pilot phase, lasted 5 years) • World Bank loan-financed Rural Development Programme

9. Local Government Partnership Program (USAID) • technical assistance in better management for local governments • few dozen national conferences (100 - 160 participants) • few hundred workshops for local government employees and council members • 15 handbooks for local government employees • newsletter with digest of best practices • cooperated with consultants (and consulting firms) and provided training and certification program for new consultants

10. World Bank Rural Development Programme • Focused on rural local governments • expanded training component, pilot phase completed, final phase will be conducted in 2003 • On average about 6 persons (regular employees, council members, mayors) from selected local government administrations will be trained • to receive certificate, participation required in about 25 days of workshops, with elements of distance learning, on preparing infrastructure projects

11. Remarks • Local government employees are not required to have a public administration degree • Local government salaries are lower than in industry, especially in rural areas (the majority in Poland). Salaries are, however, still attractive for some people with university degrees. For example, many treasurers decide to work in local government after working in banks • Local government employees have limited vertical career growth opportunities within local government administration • Virtually no inter-governmental career opportunities exist for local government employees. The most powerful local government unit is the gmina (bottom level); other levels or government units offer no better or worse employment conditions • Local politics (mayor) offer some career opportunities; serving as mayor in a major city is very important for a future career in political parties, parliament or government