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Metropolis Project: Advances in Knowledge Transfer and Social Capital Building

This presentation outlines the history and evolution of the Metropolis Project, highlighting its focus on knowledge transfer and social capital building. It discusses the mandate of knowledge transfer within the project, emphasizing the importance of integrating it into all activities. The presentation showcases the impact of creating networks and fostering collaboration among diverse stakeholders. Feedback from surveys and reviews demonstrates the positive outcomes of Metropolis in enhancing relationships and partnerships in the field of immigration. The conclusion emphasizes the necessity of integrating knowledge transfer throughout the project and leveraging various strategies for effective transfer. Social capital is identified as a key element in achieving knowledge transfer objectives.

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Metropolis Project: Advances in Knowledge Transfer and Social Capital Building

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  1. The Metropolis Project: 12 Years On What Have We Learned About Knowledge Transfer/Mobilization?Annual Conference and Technology Awards Ceremony of the Federal Partners in TechnologyJune 17-18, 2009OttawaPresented by:John BilesDirector, Partnerships and Knowledge Transferjohn.biles@cic.gc.ca

  2. Purpose of Presentation • Provide a quick overview of Metropolis • Describe its knowledge transfer/mobilization mandate and approaches

  3. What is Metropolis?

  4. History • Conceived in 1992/93 by Meyer Burstein and Demetrios Papademetriou at OECD SOPEMI Meetings • Funding secured for Canadian portion of the project in 1995 • Initial call for centre proposals in 1996 • Three centres, became four, and then five • Three five-year funding phases (1996/7-2002; 2002-2007; 2007-2012)

  5. Mandate

  6. Knowledge Transfer/Mobilization • Knowledge Transfer has always been a component of the project, but in Phase III it has been given a more central role. • Rather than an end of process activity, it has now become the frame through which we view the entire range of activities within Metropolis • Responsibilities for the Centres, the Secretariat AND the Federal Consortium are articulated for each element in the knowledge transfer spectrum • In addition to strategies that combine face-to-face interactions, publications and web-based electronic knowledge transfer, more sophisticated typologies of target audiences (especially among the federal partners) have been developed

  7. KT/KM (cont.)

  8. Building Social Capital is KT/KM Network • The networks that the Metropolis Project have created over time are, “the strongest contribution flowing from Metropolis funding” adding that the key value-added element of the Metropolis Secretariat is the support for networks. The SSHRC Mid-Term Review Committee states that these networks have helped establish a culture of collaboration among the diverse actors interested or involved in immigration issues • CIC Internal Review found that Metropolis improves relationships between various immigration stakeholders (such as local NGOs, local government partners and academics), thus promoting greater co-operation, information-sharing and more strategically targeted problem-solving • 63% of CIC web survey respondents said that one of the three most important functions of Metropolis is to provide links between the Government of Canada, academics (and others) • Almost half of interviewees at CIC and Metropolis indicated that the Project improves partnerships with other departments, other countries and also municipalities and NGOs

  9. Conclusions • Knowledge transfer/mobilization can’t be simply an end result, it must be integral to the logic model from end to end. • Reinforcing strategies of face-to-face, hard copy and virtual KT/KM strategies are vital. • Social capital is a, perhaps the most, important means to pursue KT/KM objectives.

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