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ORPORATION OF THE CITY QF PORT COCjIXXLAN
ECONONIC DEVELOPMENT CONN~TH

regular meeting of the Economic Development Committee was held in the
Planning Departuent on: Tuesday, February 2, 1993 at 6400 p.m.

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In attendance were:

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Councillor N. Wright, Co-Chairman
Carlos Felip, Di.rector of Community Planning
CONFIRMATION OF NINUTE54

Recommended:

That the ninutes

'f the meeting of the Economic Development Committee held

on Tuesday, Januarv 5, 1993 be taken as read and adopted.

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That the Bylaw Department be advised that any application
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Trade & Commerce Magazine
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Carlos Felip

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DEVELOPMENT COMMITTEE

2580 Shaucrhnessy Street
Port Cocuatlam, B.C.

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Dear Carlos
Enclosed please find details on our readership and advert'. g
for the SOUNDING BOARD: the official Journal of The Vancouver Boards of

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The SOUNDING BOARD reaches the absolute core of the Vancouver business
community...the CEO's, decision-makers and other leaders of business.
Our next issue has something that, should be of particular interest to

you. Zn the February issue of the SOUNDING
we look at
attracting business to the cities and towns BOARD,
of British Columbia. We
shall explore those areas that can offer companies, that wish to
branch out from the Lower Mainland, extraordinary opportunities in
those cities.

our editor points out..."There are many advantages: Lane costs are
often lower. Access is often more convenient.
Commuting time for
and your employees can often be reduced. And if you'e shipning oryou
receiving hard goods, a location near the airport, docks, rail lines
or truck routes can be a time and money saver as well, In addition,
many mid-career people who have dreamhed of "somedav" moving to a small
community, where the pace is slower, are finding that "someday" is
now. SOUNDING BOARD looks at some of the lifestyle and economic
factors behind this trend to smaller communities,
Here is an opportunity to reach the people that. make the decisions
that could benefit.
your community. Our rates are well below the glossy
magazines and we give you a high calibre, well targetted readership.
Thank you for considering the SOUNDING BOARD. I shall call you shortly
to discuss further .

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V6B 2W7

(604) 681-1811 Telephone
(604) 681-0486 Fax
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count amongst its members thc top

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The Vancouver Board oETxadc is
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enhance snd fsciTitate the devxdopmen t of the region as a Pscigc centre
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points of The Board's Frequent
prexenzsrions by noteworthy international spcalms and read shout
opportuniries to get involved in
upcoming sctivitics of speriBc inter at
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SOVIVDINC BOrfBLYs n.vrs
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buretcsses in the mein commerce
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berated approximately 30 minutes from
downtown Vancouver, easy access to the UBA
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Bordered by the Coquitlam and Pitt Rivers
and backed by majestic mountains to Ihe
north, the City offers a mixture offend uses
residential, industrial, commercial and

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recreation are!ss.
Our new Indseqrial and commercial areas
offer great opponunities for new
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the Pacit'ic Rim markets.
Zlra Dominion T issngle provides an
opportunity for mixed developrnentl industrial, highway commercial, and
business park.
South of the Lougheed Highway are the
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Yamaha Motor Canada. Trace Canada Clearings and

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more. Phase U will be starring soon.

FOR FURTMSR CNFORCsCATION CONTACT:

City ol Fon Coqult ram, Sronornlc Development Ollice,
Shaushnessy Street, pars Coquiuam, S.C. V3C ~o
TEL f404) 944.5442 FAX (404) 944d404.

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Ken's Clean Concept Carpet Care was located as a Contractor on June Crescent in
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in that bu iness. Would they be permitted to do this? Should the Business
Licence be approved?

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Table of Contents
Introduction

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Letter fmm Monique Landry, Minister for External Relations and International
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Development

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Letter from Alan Tonks, President of Task Force on International Programs
Together we can change our world

Municipal cooperation
Decentralized cooperation: Experience with International Municipal Assistance
Program tiles

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SASKATOON-GRENADA
Canadian Water Meters in the Antilles

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MZUZU-COB OURG
Bridges to Progress

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ALMA-BOGANDE
Helping Hands Between Lac St-tean and GnaGna .

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A New Focus From North to South

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International development week
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Why Participate in International Development Week?

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Proclamation of International Development

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What can your municipality do for International Development Week?
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Resources and useful contacts
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CALGARY
Activities in China - an update

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Jtedsnation of Canadian MnniofFalitios

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This document has been prepared by the

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Fedeprttion of'nnadiutn Jtfnnicitafitias International Office with the collaboration of its
members and the financial support of the Ptsblic Petsrfcipaiion Program (PPP-CIDA).

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PATRICIA McCARNEY
Center for Urban and Community Studies, University of Toronto
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Article: Decentra1iized cooperation - Experience with
International Municipal Assistance Programmes

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the Antilles; MZUZU-COBOURG, Bridges to Progress; ALMA-BOGANDE, Helping
Hands Between Lac St-Jean and GnaGna; A New Focus From North to South; and section
on International Development Week

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hfinister /or External Rehtions and
International Development

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To all members of the Federation
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Preparations are now under way for
International Development Week 1993, and
I would like to invite members of the
Federation of Canadian Municipalities to
participate in it. As Minister for External
Relations and International Development,
and simply as a Canadian, I attach great
importance to this nation-wide effort to raise
awareness of development issues. Because
International Development Week creates a
feeling of shared global community, it is in
my view, one of the best means of
preparing Canada for the next millennium.

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Development Week, which is being

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need
for partnership among Canadians and with held February
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To those of you who are already committed
partners, I ask that you do as you have
done in the past and help encourage Canadians
to participate in International Development
Week and its awareness activities.

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has been chosen calls on Canadians to workpeople the developing countries. The slogan that
together because
We Can Ch ange
Our World.

Through your activities, you can play a leading
role in your community. Your
contritution last year showed how effective
you can be in this area. I would like to thank
you
again for your valuable participation in International
Development Week 1992 and for the
time and energy you, and our other partners,
devoted to making it a real success.

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We are counting on you. TOGETHER we

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YOURS SINCERELY,

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must see their challenges in a global context. With this in mind, it should be clear that
efforts
must continue to support Canada's contribution to improving the quality of life
around the
world.

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I express our deep appreciation to the Canadian International Development Agency for
its support. The work of our International Office and our Members is enhanced
by CIDA's
confidence and encouragement.

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Yet we are aware that local
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development. We understand, therefore,
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in
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International Development Week
provides an opportunity for you to express
hope in making Canada and the world a
better place to live in.
Municipal
governments in Canada confront difficult
political and financial realities. We must
strengthen our position among governmental
structures in Canada. We must challenge
the heavy burden of the recession and its
effects on loca! government finances.

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Chairman Alan Tonks
Chair
Task Force on International Programs

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communications technology. In addition,
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sharing our basic values and our
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relationships between elected officials and
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protection, to name only a few. It is
important to share this knowledge with local
authorities throughout the world, and
especially with those who express the desire
to do so.
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conviction that the world has changed, and
that our municipal institutions have to share
their experience and their knowledge with
their counterparts in other regions of the
world.

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the Federation of Canadian
Municipalities (FCM) was
establishing components of its
International Program, namely,
of Canadian municipal
the "Municipal Pmfessional
experience and expertise. This
„:."IIijs
Exchange Project" and the
"Africa 2000 Project."
dialogue originated in the early
In
1980s over deliberations on the
addition, the FCM China
tdea of Canadian municipalities
Program was beginning to
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"partnersh:p" with Third
the possibilities for
investigate
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Canadian
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that the relative wealth of
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with
Chinese
municipalities.
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Canadian cities and towns and
The question of the relevance
the level of urban economic development in
of Canadian municipal experience and
Canada made the Canadian experience nontransferability to deva:loping country
transferable and inappropriate.
Others
municipalities emerged again in planning
argued that despite these observations,
how best to execute these programmes. The
certain key aspects of municipal
sceptic s asked what a small town in
management and technical know-how in
Manitoba could possibly offer a municipality
Canadian cities could be transferred and be
in Central Africa. The supporters argued
quite useful to their developing country
that it was worth experimenting to find out.
counterparts. It was argued that Canadian
municipalities could also learn from their
All three initiatives have been
developing country partners in the process.
launched (despite the sceptics) and are
beginning to show very interesting results.
This debate arose again in 1986 when
Although it has been too early for formal

During the past few
in
years
Canada, discussions
have been on-going over the
relevance to Third World cities

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'atricia L. McCarney received ber Pb.D. at MIT. Sbe is currently teaching in Political Science at tbe
University in the field of urban politics and planning in the Tbird World and is consulting to CIDA and the World
Bank. Dr. McGuney bas recently been Director of 'World Cities and the Environment: The Five Cities
Consultation Project" (1990-1992 and funded by FCM, CMHC and External Affairs in collaboration with the World
Bank) the results of which sre fortbconung in a book to be publisbed December 1992. Dr. McCarney recently
beaded sn Urban Sector Mission to South Africa (1992) to assist the democratic movement in the development of
a national urban policy. prior to joining the University of Toronto, sbe worked at the International Developmem
Research Centre 0DRC) in Ottawa for the Urban Development Programme, Sbe bss also worked in the World
Bank in Washington (1990) and in the United Nations Centre for Human Settlements (UNCHS-Habitat) in Nairobi
(1933-19S4).

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CIDA is currently planning to launch
an evaluation of the FCM International
Program in recognition of the impact of the
program to date and with a view to
extending their support to FCM. This will
include a review of FCM as a partner for
CIDA in the context of ClDA's broadening
program in the international urban sector.
Without the benefit of this evaluation yet to
be undertaken, it is nonetheless becoming
clear that there are specific areas of
competence and experience which Canadian
puuniapalities can offer to their developing
country counterparts and something of a
"strategy" is evolving on how to
operationalize the exchange, key aspects of
which are outlined below.

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STRENGTHENING

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AUTHORITIES

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are your municipalities responsible for?
How do they fund these activities? What
rights do they have to raise revenues
How did they come by such
locally?
powers? What is their relationship to the
Who
provincial level of government?
collects garbage?" What is now becoming
clear is that there is a wealth of experience
in the process of how Canadians and
Canadian municipalities have worked
through these questions and issues. It is
also clear that the actual arrangements may
not be applicable, but the Canadian process
and the institutional framework that supports
this process hold great value (and interest)
to developing country municipalities. As
developing countries increasingly engage in
this process of strengthening tht:ir local
authorities, demands for assistance will
likely expand and the FCM International

,81'N'l

The sceptics: asked what.Ia
:,small: town in Manitoba

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One very valuable set of urban
experiences in Canada has been in the field
of intergovernmental relations. The debate
on decentralization and the sharing of
powers with local authorities has been a
long one in Canada with a fascinating
history spanning some 120 years. In the
various activities outlined above
partnership s, municipal exchanges, and
training of government officials from
developing countries — preliminary
experience has shown that Canadians
participating in these activities are
consistently asked questions such as: "What

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evaluations on any of these activities, the
early findings do allow for some insights
and the dialogue/debate on the relevance of
Canadian urban experience is becoming
more sophisticated and is moving beyond
Municipalities both
simple scepticism.
within Canada and the developing world are
reviewing the experience to date and are
ashng difficult questions and raising
challenges with a view to improving future
development.

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could possibly'ffer a'municipality in Ce'ntral Africa..

Colombia has recently decentralized
the sales tax to municipalities and attached
new responsibilities to the local authorities.
The Colombian municipalities could benefit
by the extensive work in Canada on the
process of negotiation and compromise that
led to the sorting out of these powers and
development of appropriate management
systems. Colombia, along with Costa Rica,
Ecuador and Peru, have been involved with
FCM support in a three-year programmefunded by CIDA and a number of rnultilateral donor agencies. The programme,
called SACDEL (for "Regional Training
System for Urban Development and
Improvement of Municipal Administration in

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Office will be increasingly called upon to
respond.

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Latin America" ) has since 1989 held
seminars, prepared training texts, and helped
national institutions hold their own training
courses for municipal administrators. As
SACDBL illustrates, the Canadian urban
experience can be a useful element in a
comprehensive programme to help
developing country municipal governments
deal with decentralization.

LOCAL

GOVERNANCE

AND

PARTICIPATORY POLITICS

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Another early
finding from these
activities is that there is
a Canadian approach to
local municipal politics
and operations that is
valuable and helpful to

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country

governments
municipalities.
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has to do with the way

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tliese activities is that there
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local gnuriicipal politics and
operations that is valuable
helpful, to developing
couri try muiiicipalities.

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into

organizations

It is this approach, in effect a
political approach to local governance,
is proving valuable (and often novel)
to many municipalities in the developing

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Can'adian.localgovernments: political aspects of
Canadian urban
tryita,pereeiVe glObaly'Omthe long
expenence:
mu'nity nee'ds and involve
on
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intergovernmental
'ning and.m'anagement deci- relations and power

consultations on needs
and routinely consult
with interest groups,
community-based organizations and the
private sector before political decisions are
taken. There is a well developed machinery
involving committees, hearings, and special
advisory groups which strengthens Canadian
local authorities in their community
relations.

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activities
partnership
which involves local

'T/llS Aag tO dO With tAe Way

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try to
integrate community
needs and involve local

world. For example, in Latin American
cities, there is a well developed and vocal
set of community based organizations but a
very low leve.l capacity for local
Canadian
governments to respond.
experience is beginning to prove valuable in
training and policy seminars in Latin
America as a result of having built a
municipal machinery to hear and try to
understand the needs of communities as well
as to then respond to them. The Africa
2000 Pmgramme has integrated a new
component called the "community based

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debate

sharing arrangements in
Canada as well as the
political machinery to
integmte participation
and community needs into local government
planning and decision-making that hold
values for urban centres in developing
Canadians are beginning to
countries.
transfer these elements of the Canadian
urban experience in their work with Third
World municipalities.

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Besides the political experience
Canada
is beginning to share with its
which

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Federation of Canadian Municipalities

partners in development there is technical

proving a valuable ingredient in Canadian
municipal assistance.
For example,
Canadian municipalities have in place
efficiont taxing and biHing systems, good
computer and information systems, and
effective personnel management structures.
The partnership activities of Canadian cities
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the identification of problems through
technical exchanges where southern partners
explore, in Canada, the approaches taken
and the northern partners explore the same
in the developing country municipalities and
assist with advice in the sector. This style
of cooperation and partnership is indicating
that, unlike one-way systems of assistance
and transfer of expert advice, this exchange
model is promoting sustainabiTity in. the long
term collaboration and support between
municipalities in Canada and abroad.

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STRRN ts THENING

MUNICIPAL

IiCM i«s IpeEE placed:tO aSSESt 'SSOCIATIONS
in the': creattioii'' str«e
FCM, through its International
g: ofasso-:
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Program, has facilitaml cooperation between
c:iat:i..on:s:.':: of ..E.oc'ai
Canadian municipalities and developing
goi erriment;:: FCM .has:
In addition to
country municipalities.
facilitating these exchanges, an important
'linked:. with:: the 'tEationaE:

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It hat has beeri Ee'arned iri
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knowledge through partnerships. Something

of a th.ee step strategy is beginning to

emerge, whereby Canadian municipal
officials with a general raanagement
background first meet with the linked
municipality to jointly identify priority areas
for assistance. The partners establish a
work plan that is integrated into the
partnership agreement. Depending on which
priority sector is identified, technical experts
from both cities having hand«-on experience
at a macro level in the sector then work on

role for the Federation itself, internationally,
is becoming evident. In the majority of
developing courtries, equivalent associations
of local government are either non-existent
or are very weak in both structure and
performance. A need has been recognized
by Canada, Italy, France, the UK and other
industrial countries for the strengthening of
local governments in developing countries.
Part of this effort must be directed at
strengthening the associations of local
governments in these countries since much
of the aforementioned task fies in reforming
local central governmert relations,
particularly with regard to financial and
administrative arrangements.
The
associations provide an empowered voice
vis-h-vis central governments to advocate for
such reforms, make proposals for policy,
and document the impact of national level
programs and policies on local levels of
government in a united fashion.

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Given this identified need in
developing countries, FCM is well placed to
assist in the creation, strengthening and
functioning of associations of local
government. FCM has linked with the
National Association of Local Authorities in
Ghana (NALAG) to share in a direct way
what has been learned in its 90-year history
of debate and reform in Canada.

It is this history and functioning of
the FCM that holds valuable experience for
the creation and strengthening of municipal
associations in developing countries. An
initial attempt to offer assistance by the
Association is underway in Africa under the
new Municipal Development Program
(MDP). While the MDP generally is aimed
at strengthening municipalities in Africa,
one component of the MDP is strengthening
local government associations.
With
funding from CIDA, the FCM is
"contributing $ 100,000 to the MDP for
assistance on the training and municipal
associations component. It is inlportant that
Canada forge ahead on this front and
become a leader in this field, having FCM
as a model for associations worldwide. Italy
in fact has been seeldng advice from the
Internationa! Program of FCM on how best
to facilitate the strengthening of associations
of municipalities in developing countries as
well as a system of decentralized
cooperation for Italian municipalities.

STRENGTHENING
ASSOCIATIONS

4'ositive

44
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PROFESSIONAL

experiences have also been
recorded by the Association des directeurs
gdndraux des municipalitds du Quebec
(ADGMQ) deriving out of FCM's Africa
2000 Programme.
Cooperation, for

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environmental evaluation in the sanitation
sector and direct community assistance. As
a result of this initial activity, the ADGMQ
has identified an important role for itself in
Francophone Africa:
the need for the
strengthening of African associations of
senior municipal officers through uaining

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The programmes have had a

very'osiiive.. impact: on .:the
Canadian 'unicipalities
involved; parttrcularly ''!in
terms, ' f'rofessional.
growth. An improvement.in
morale of Canadian municipal staff involved....,in the
exchanges, and:.a. shiP.
about. holv" their iccitl
is beginning to be
seen.::.,'.

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and exchange with the ADGMQ.
The
association has observed that Francophone
African countries are receiving mainly
European training and have inherited a
European tradition of municipal management
and local government from their colonial
past. The ADGMQ is well situated to offer
expertise and training from the North
American model of municipal management
and local goveniment.

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As a result of this identification, the
ADGMQ has commenced training activities
with the same associations in Ivory Coast
and in Senegal.
The Association is
examining possibiTities between the three
groups, for North-South and South-South
cross-fertilization of ideas and expertise.
One of the key findings to date is the need
in Senegal and in the Ivory Coast for
assistance in organizing municipal
associations and in providing training in
urban management.

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DECENTRAILZED COOPERATION:
DIRECTIONS FOR THE FUTURE
These examples point to a body of
Canadian urban experience at the
institutional level which is proving to be
relevant to developing country urban
practice. It is also important to recognize
that the experience to date has involved
something of a learning by doing approach
by the FCM International Program. Most of
this learning is not yet systematically
analyzed but likely will be as part of the
CIDA evaluation. However, a few issues
are worth noting at this preliminary stage
for future work by the FCM International

Program.
For example, experience i:
showing that the pace of the programming is
fact and often out of sync with the
developing country counterparts. Due to
t chnological and particularly
communication difficulties, often in the past,
what had been programmed for. the first
year, actually took three years to complete.
This is particularly true in the case of the
less developed African municipalities. In
addition, some very critical questions are
being mised which strike at the very core of
the development task itself, by both
Canadian and developing country
counterparts who have participated in the
FCM International Program to date. These
questions have to do with sustainability, and
the importance of transfers of knowledge
and management approaches for effective
development versus the more literal transfers
of technology and hardware. It is being
questioned for example whether the latter
can really lead to development that is
sustainable. The less literal uansfer offered
under the International Program, for
example having to do more with
management styles and approaches in the
municipal development field, and policy
advice on local governance and
decentralization, may offer a more
appropriate exchange between Canadian and
developing country municipalities and in
turn lead to a more sustainable development
in the long term.

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Also in terms of sustainable
development, experience with the municipal
exchanges and partnership agreements is
demonstrating that the commitments are
long-term.
Whereas mayors change,
politicians change and so do municipal staff,
the fact of the protocol allows for the
sharing of knowledge over the long term and

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hence the potential for a more sustained
development effort. The exchanges thus not
only assist on the "how" of municipal
management, but also on keeping people
working more continuously on issues
This has
through political transitions.
development
implications for sustainable
assistance that are only now beginning to
appear as a result of the FCM international
experience.
What is also becoming clear from the
experience to date is that the programmes
have had a very positive impact on the

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involved,

particularly in terms of professional growth.
An improvement in morale of Canadian
municipal staff involved in the exchanges,
and a shift in atutude about how their city
functions is beginning to be seen. Having
worked within a developing country
municipality, a broader perspective on
managing one's own city is developed which
has a positive effect on morale and
professional development.

In any event, this "decentralized

cooperation"

between

Canadian

municipalities and municipalities in
developing counties is relatively new and
much stiD needs to be learned, but the initial
experience is positive and the effort should
continue to be encouraged.

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ACTIVITIES IN CHINA - AN UPDATE
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Two years ago this document
presented a story on Calgaryhs relationship
with Daqing, China. The following article
updates this story.

In 1981, Heilongjiang, the Province
of the Black Dragon River in north east
China, became Alberta's sister province.
The pairing was a deliberate choice based on
shared interests including agriculture, oil,
natural gas, coal and timber. Geography
conditions were also
and
climatic
compatible, strengthening potential for
An
product and technology transfer.
American source has described this twinning
as the most advanced and productive
Chinese-North American relationship of its
type today. The provincial level twinning
was only a start.
In 1985, the cities of Calgary and
Daqing established a municipal affiliation.
As the oil capital of China, Daqing - or
1Big Celebration" named after the festivities
following the discovery of petmleum - has
long been a purchaser of Albertan oil and
Through a more formal
gas equipment.
link, both sides sought more than simply

increased trade.

The 1985 protocol between Calgary
and Daqing anticipated cooperation and
exchanges in industry, agriculture, science
and technology, sports, culture, education,
public and general welfare.
Calgary delegated responsibility for
the linkage to the Calgary Economic

Development

Authority

(C.E.D.A.),

Through;, a. more, formal
lai'k, both:,Isides Isoughtj

more. 'th a
simrtly
ir'er'eased trade.
,

A joint
International Business Section.
Commerce
and
Chamber
of
the
initiative of
C.E.D.A.
promotes
the City of Calgary,
economic growth and development by
attracting new industry and supporting the
expansion of local businesses.

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Federation of Canadian Municipalities

The Federation
of Canadian
Municipalities, through the Municipal
Professional Exchange Project and The
Chinese Open Cities Project, played a
significant role in developing this municipal
partnership into a practical business success
story.

WATER TREATMEbK PROJECT
In April 1987, the Mayor of Daqing

a formal request to the City of
Calgary for technical assistance. The water
treatment plant servicing the Dong Feng
area of Daqing no longer met the demand
for potable
water
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not have independent resources to undertake
projects. Large scale municipal projects are
tendered out to private consulting firms.
C.E.D.A. wanted to avoid any favouritism
in promoting or selecting one Calgary firm
over another. C.E.D.A. helped put together
a group of companies with the skills and
experience to carry this project from
inception
to completion and
meet
downstream equipment needs.
The
companies came togetl!er as the CalgaryChina Consortium. While it may seem
unusual for competing companies to work
together, the Consortium initially provided
security in numbers, spread the risk factors
of international work
around and helped build
a
higher coBective
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existing system. There
was an immediate need
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supply drinking

water for the expanding, suburb and an
additionrd requirement to iecycle industrial
water in sufficient quantity for the oilfields.

C.E.D.A. with the
backing of the City of

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Calgary

The formal twinning relationship

requirements.

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Daqing officials that ihe
work would be cost
effective and of high
quality.

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C.E.D.A. applied to FCM for
assistance under the Municipal Professional
Exchange Proiect, funded by the Canadian
International Development Agency (CIDA).
Grants were made to cover travel costs of
Daqing and Calgary municipal officials
participating in the project. Private sector
members of the Consortium covered their
own expenses or received grants under other
federal government business promotion
programs.

made Calgary the logical place for Daqing
to seek assistance. Calgary could offer the
advice of specialists in cold weather
technology and
oil
industry
water

At the time of the twinning,
C.E.D.A. officials had considered ways of
organizing expertise in response to reque"Is
for technical assistance. Cities generally do

involvement of

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An initial exchange of visits
confirmed the need and the Consortium's
capacity to respond. A prc-feasibility study

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was required for a new plant to nieet
Daqing's existing and anticipated needs.

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international

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negotiating

arranged

downstream benefits for the Consortium
with Daqing. Several other Consortium
engineering firms lent experienced staff to
work with Daqing staff in Calgary and in
China. In February 1993, Daqing and
Calgary will officially open the water
treatment plant. Through these public and
private alliances Daqing benefited from a
new water treatment plant, while economic
gains were realized.

CAIA+ARY'S OTHER
PAKTNERSHIPS IN CHINA

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agreement to do a World Bank project
feasibility study for a water diversion,
treatment and supply scheme for
Changchun.

this triangular relationship which will focus
on the exchange of technology, serrlces and
hiow-how which will be beneficial to all
partners.

For Calgary municipal linkages have

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C.E.D.A. is now seeking support
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In 1991, the Chinese Open Ciries

implemented by the FCM International
Office, suppo~ a delegation of 13
Changchun officials for a three-week
training program in Calgary. At the
completion of this program, members of the
engineering consortium signed a $ 3 million

4

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pride..

Early in 1992, Calgary began
exploring a relationship with Tyu men,
Russia. Tyumen is a Siberian city centred
in the Tyumen Region - the second largest
oil producing region in the world. Initial
discussions have focused on potential
cooperation in thc oil, gas and environment
sectors. Tyumen currently has a formal
relationship with Daqing and the possibility
of Calgary joining a triangular relationship
is being explored.

Project,

I

.

catalyst for a range of
economic and social aciivities. tliat have forged a
solid relationship. Investment of time an d money
are paying off in 'ways in
iwhieh:all sides'an take

1990, officials from Daqing
introduced C.E.D.A. to their counterparts in
Changchun, Jilin Province. The City of
Changchun required extensive work on the
upgrading of the potable water supply and
treatment works and the wastewater
collection, treatment and disposal works for
the City of Changchun. Daqing officials,
very pleased with the work of C.E.D.A. and
the China-Calgary Consortium, brought
C.E.D.A. and Changchun officials together.
In

4

For Calgary. municipal
linkages'have served as a

Engineering agreed to act as project
manager. On behalf of the Consortium,
UMA applied for and received funding from
the Industrial Cooperation Branch of CIDA
to conduct the pre-feasibility study.
C.E.D.A. officials experienced in

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served as a catalyst for a range of economic
and social activities that have forged a solid
relationship.
In addition to economic
benefits for Calgary there has also been
a
range of friendships developed and prospects
identified for future work. Investments
of
time and inoney are paying off in ways in
which all sides can take pride.

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CANADIAN WATER METERS IN THE ANTII.I.ES

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Recyciing and international aid:
Saskatoon has killed two birds with one
stone in her link with Grenada. The Prairie
municipality has not only provided very
tangible aid in the form of a water supply
for a smaU Caribbean island, but has at the
same time succeeded in recycling thousands
of water meters otherwise destined for the
scrap heap.

Besides this lack of control over
water consumption, at
times of the
year, Grenada faces severe shortages of
drinking water.

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THE NEED FOR METERS

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For Grenada, the need to solve this
water supply problem became even more

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The water supply system in St.
George', the Grenadian capital, is
composed of many small surface water
treatment plants and several drilled wells.
The majority of the city's residents are
connected directly to the water mains.
Although industries and businesses are
serviced through water meters, the 15,000
homes in the city are not.

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POnr relation ": with,: tlt

people of'Gree ada're
excellent,
says '. Vere
Dyck, adding,:,'.We have
regular telephone'ontact, .and. they hat e
become real friend.
When we visit Grenada,
we are treated like roy-

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rate per hookup, the municipality cannot
measure water use, control wastage, or even
monitor illegal hookups. In some
particularly poor neighbourhood s, up to five
families share the same service connection,
sharing, at the same time, the bill.

j

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system."

This was the context when Saskatoon
decided in 1990 to link with Grenada under
the Municipal Professional Exchange
Prograin (MPEP). The need was already
defined. Canadian municipal managers
would give their St. George's counterparts
the benefit of their experience in water
supply systems management.

Studies have shown that there will be
a notable differei ce in water consumption
when users receive bills at the end of the
month. "When people have to pay for water,
they are conscious of every gallon that
comes out of the tap," notes Vern Dyck.

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support for preliminary studies and system
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assistance for the installation of 2,000
meters as a pilot project.

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a visit to Grenada in 1991,
Canadians inspected the proposed
project sites, revised regional maps, and
inspected service connection sites so as to
determine the type of meter needed.
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same time succeeded in
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Saskatoon's greatest coup came
during the search for meters. Fortuitously,
Edmonton was completing an exchange of
all its water meters for a more modern,
rapid, accurate type of meter. Edmonton
agreed to donate 2,000 old water meters for
use in the Grenada pilot project.
Vern Dyck, Project Manager for the
City of Saskatoon, explains. "Most of the
meters are in good or excellent condition.
They only need testing and reconditioning
before installation. There are 15,000 system
connections in the St. George's network,
and the goal is to install 15,000 meters. Not
only will there be a major savings of water,
the additional revenues generated will allow
the municipality to improve its water
supply

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municipal

employees

trained

in

Saskatchewan, learning how to recondition,
test and install water meters.
The next step, sending 2,000 meters
for the pilot project was funded by MPEP.
Thanks to Edmonton's contribution, there
will be sufficient meters for the entire St.
George's system. Once the 2,000 meters are
installed, more will be made available each
year for only their value as scrap, from $ 2
to $ 4 each, to be paid by Grenada.

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To date, the project has been moving
as if on wheels. The Saskatoon municipal
employees 'have gained insight into old
problems viewed in a new light, while the
Grenadans are overjoyed to have found a
solution to their water system improvement
problems.
"Our relations with the people of
Grenada are excellent,a says Vem Dyck,
adding, "We have regular telephone contact,
and they have become real friends. When
we visit Grenada, we are treated like

23

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The Saskatoon municipal
employeei'ai e',gmiied;
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Although the project was conceived
as a technical exchange, Vern Dyck believes
that Saskatoon gives more than it receives,
at least on the technical side. On the human
side, however, the experience is a rich and
valuable one. Dyck adds, "It is an
extraordinary way of travelling for the
people involved in the project, to learn and
to discover another culture."

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So as to meet such basic needs as a
clean water supply, Mzuzu was forced to

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the
"Approximately 90%
population of Mzuzu lives below the poverty
line, with no access to basic services," says
Bryan Baxter, Town Manager of the
Municipality of Cobourg. Be has worked
many volunteer hours on this link and has
visited Malawi twice already.

of

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With 15,000 inhabitants, Cobourg, a
flourishing municipality near Toronto boasts
an annual budget of $ l5 million, while
Mzuzu must get by on $ 3.5 miLion for its
burgeoning population of 70,000 and its
annual growth rate of 10%!

i

realign its organization and financial
structure. As part of the Africa 2000: The
Municipal Response program, the African
town, with the help of its Canadian
counterpart, had set as its target the
improvement of its general operations.

"

The task was immense, and after
countless discussions and consultations, the
municipal managers were forced to settle for
a threefold plan targeting etigineering,
management, and computerization of
finances.

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all h'ave common
problems, such as the
environment, 'which can
only .be resolved on a
global leveL.,TA'e.'more:we
work toge'ther,:the better,
are our. chances ofsresolving these issu'es and the
,better are our .chan'ces
for. worldpeace.
We

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DRAINAGE

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What is the one similarity between
Cobourg, Ontario and Mzuzu, Malawi?
Both towns are expanding rapidly. What is
the difference between Cobourg and Mzuzu?
The state of the municipal treasury.

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PROBLEMS
Mzuzu, located on the slopes of the
Viphya mountains at an altitude of 1,200

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metres, has a rugged
profile. The hilly relief is
partly responsible for the
disordered growth of the
town, and is behind

Mzuzu's drainage

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problems that come with
the seasonal rains.

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town were made

impassable by flooding.
On their fust visit to
Malawi, the people from

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On the administrative side, Canadians

and Africans reviewed the organizational
structure and the management layout for
Mzuzu in a search for the system which
would most efficiently supply services to the
citizens. This initiative spawned a review of
job descriptions, of the organization of

II

personnel, of employment policies, and so

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The practice of monthly reporting
preparation of agendas and minutes
the
and
of Council meetings were instigated, and the
holding of regular meetings of the
management team began.

S III I

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44

therefore the community project of the linkage: a footbridge built to link two

To improve the finuncioi
gide,.Mzuzu decided to enter
tIge computer age.

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concentrated their work on pairs of the town dunng th» stony season.
rainwater management, as
well as on the creation of
little cost: the lack of comm unica non
a development plan for Mzuzu.
between employees of different departments
could be remedied.

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LIKE CHRISTMAS MORNING

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To improve the financial side, Mzuzu
decided to enter the couiputer age. Along
with his Canadian colleague, the Treasurer
of Mzuzu established a list of priorities for

computerized

eliminating

accounting, gradually
slow and inefficient

on.

Rpencilwork".

The participants in this exercise
found that it was possible to correct one
r..ajor weakness in the Mzuzu system at

"On our second visit to Malawi, we
arrived in Mzuzu at the same time as the
computers. At the Treasurer's office it was

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like Christmas morning for
them," reminisces Bryan
Baxter.

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The topography of Mzuzu Mayor and muni cipal staff with Angus Reid, Mayor of Cobourg,
Mzuzu forces residents of tnaugutssttng the new well built through the linkage in replacement of
the more distant suburbs to a water hole fphoto below).
cross several streams and
swamps to get into town.
entire communities. For these reasons,
In many cases, logs serve as rudimentary
Cobourg and Mzuzu decided to centre the
bridges. Frequently, people, often children,
community project on the construction of
carrying wood or food are injured crossing
three pedestrian bridges on strategic routes
these makeshift catwalks, During the rainy
leading to the hospitals and the schools.
season the water sometimes covers the
roads, making them impassable and isolating
"Apart from these
footbridges, we also dug
three surface wells for

drinking

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greatly, but many more
footbridges and many
more wells are needed. It
was only a drop in the
ocean," remarks Baxter.

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of the size of the problem,

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nonetheless satisfied with
progress in Mzuzu to date.
"At first, being a North

old water hole

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On their second
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Mzuzu managers expanded

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American, I anticipated more progress, but
I hsd forgotten that African culture is
different, that they don't have the equipment
to work with. All work is done by hand. In
African terms, they have made tremendous
progress," adds Baxter.

Baxter mourns.

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flourish, important progress can be made in
the next few years. To date, the link has
met with approval form the Cobourg
Council and with the utmost support of the

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mayor, Angus Read. Even Cobourg's

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Bryan Baxter sums up the link.
"Cobourg gains two important benefits from
this link: first, the cultural exchangeappreciation for other cultures, and second,
participation in the global community. We
all have common problems, such as the
environment, which can only be resolved on
a global level, The more we work together,
the better are our chances of resolving these
issues and the better are our chances for
world peace,"

'I

"They are extremely anxious to
improve the standard of living. They are
very open to new ways of doing things, but
many of the things we can help them with
they don't have the money to implement,"

Rome was not built in a dzy, though,

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citizenry has demonstrated its approval.
Community representant Laura McCraken
collected $ 10,000 in less than three months
for the community project.

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HELPING IIANX)S BETWEEN
LAC ST-JEAN AND GNAGNA

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Jean-Claude Lusinchi, Director of
GnaGna an exotic name for the
Urbanism and Socioprovince where nestles
Economic Planning for
the small African town
Alma explains. "We
of Bogandd, linked with
"Ear the Jflugg'tetptJIity,,
a wished to provide
Alma, Quebec. This
direct aid, person-todesert reoion six hours
person. We had the
be- charice to do lust tlils
'The: E~iggrg tu Jgcti
with Bogandd, so that
:ca'use City"Ha@ heusesIJeoti
is what moved
of
isolated parts
+ie ~~h&'ar'e .cgtflggjgitte'ds
municipal politicians.
''.Nggder7iiges Gerliais I.'Heu
here are easily
People
tragically
because they
mobilized,
developed.
can see the results.
They can see that the
Parched by
aid is getting there and that it is effective."
endemic drought, stifled by tl'e absence of
resources and infrastructure, plagued by
omnipresent poverty, Bogandd was facing
NO ELECTRICITY. NO TELEPHONES
disaster. In this context, a link with the
Town of Alma in the Lac St-Jean region was
From a municipal management point
greeted with jubilation.
of view, everything in Bogandh needed
u:,. s~n. The needs were great, but first
Thanks to the development projects
d'Alma,
Alma
m.t nad tn talk, not easy in Bogande, where
of the Centre de solidaritd
there was no electricity, no telephones.
knew of GnaGna's crying need and was
pleased to provide financial aid and was
"Bogandd has only just installed its
especially gratified to see the impact.
first and only telephone, and I am a bit
Largely for this reason Alma became
afraid to call, because who knows where my
involved in 1990 with FCM's /IPica 2000
call will end up!" laughs Jean-Claude
Program.

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Celebnations for the opening, in April 2992, of the Women center built
through the linkage.

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Lusinchi. Happily, communications between
Alma and Bogandd were eased by the
presence on the ground of "Save the
Children Canada". "We can count on them.
They give us technical support during our
stay and manage the pmject monies."
explains Gervais L'Heureux, Municipal
Councillor and Director of the Centre de
solidarite d'Alma.

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managers held exhaustive talks with their
Burkinan counterparts, with a view to
prioritizing needs. First and foremost was
the need to acquire equipment to assure
basic services.

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shovels, picks and wheelbarrows. For
administration, chairs, desks, cupboards,
filing cabinets, typewriters and calculators.
All purchases were made in Burldna Faso so
as to ensure some economic benefit for the
country.

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As Jean-Claude
Lusinchi notes, "We
wanted to get them electric
typewriters, but of course,
without electricity, they
wouldn't have been very

useful.

looked

I

everywhere for manual
typewriters, but you can'
buy them anymore in
Canada!"

MICRO-BUSINESS
INITIATED FOR
BOGANDf WOMEN
As

technical

part

of the

exchange

pmgram, the two towns
centred efforts on urbanism and public
works. During a recent visit by Alma town
managers, road works and drainage were
studied, as well as a model for municipal
toponymy for Bogande.

The community project part of the
linkage saw Alma collecting the necessary
funds for the construction of a women'
social centre in Bogande. FCM then
provided twice Alma's contribution. This
project is now completed, and boasts
equipment for sewing, weaving, embroidery
and knitting. As well as forming the town's
social core, the centre has spawned a microbusiness for Bogandd women to improve
their own standard of living and attain some
measure of financial autonomy.

Thanks to the professional exchange
pmgram component, a Burkinan visited
Alma for several weeks, worldng at the
Alma Socio-Economic Planning Office and
learning cooperative management methods.

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communities". Alma is
conscious of this, so, an
important public awareness
initiative was launched.

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the four Bogandans came to Alma on a
technical exchange, they did not go
unnoticed. They helped raise public
awareness; one did the cycling tour of the
lake, and the other three hosted stages of
this tour."

.ej.'~

Ties of friendship have been forged, clearly
showing the spirit of cooperative assistance
that characterizes this link.

municipal

managers on exchanges
are always integrated into
the social and family life
of the village.

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"For the municipality, it's a doorway
to other cultures. The link functions well

~~lC~=-=-=-

W h e t h e r
Quebeckers go to Burkina,
or Bogandans come to

Quebec,

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publicizing the

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Bogarid&AIma link, and at
the same time, raise funds.
In 1992, this event drew Zx-Mayor of Alma, M. Nicol Tremblay, with Bogandi mayor and
over 300 participants and municipal skiff during the inNal visit in Bogande in June 1990.
raised $ 14,S00.

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The bicycle "Tour
du Lac St-Jean", for
example, is a way of

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Relations between

the visitors from Alma and
the people of Bogandd
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have gone far beyond the
purely interprofessional. Bx-Mayor of Alina with Bogande Municipal staff visiting a man-made
water basin.

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Federrrnon of Canaaiian Municipalities

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because City Hall houses people who are
committed," underlines Gervais L'Heureux.

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"Managers who have gone to Burkina
have found lessons to be learned. In
Quebec, one gets used to a standard of life,
to good working conditions. Seeing the
situation in Bog andd gives one some
humility. One also learns much by the way
people there have retained the strong human
warmth, in their business relations as well
as their day-to-day life, something we have
lost a little of here," concludes Jean-Claude
Lusinchi.

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we ,hape lost, a'.httle::.of he
re, "concludes Jean-Claude

Lusincki. n'

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power in local governments. Municipal
politicians are closer to the electorate, so the
chances are good that their policies will
better reflect community interests and needs.

FAlTH IN THE LOCAL POPULATION

Such is the case with the MDP - the
Municipal Development Program - a World

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The old days are gone. Northeners
in Africa, brimming with good
intentions, carrying briefcases bulging with
suggestions and strategies and European or
North-American solutions. Now, though the
intentions are still the best, the partnership
is enriched, reborn as the South works with

the South.

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brainchild

sponsored in part by
the Federation of
C a n a d i a n
Municipalities. This
1991 conabora«ve
effort by various
development agencies

=..::
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The challenge facing the Municipal
Development Program is nonetheless huge.
In Africa, it is exactly at the community
level that the lack of human resources and

.,

the

institutional

weaknesses are most
"':.
apparent. The strength
',Ãoltr, though:.theintentions are
of the Program lies,
Stiil the. beSt,'he partnerghip iS
fact, right there: a
mth
m the peop e
enriched," reborn as the:South
direcdy concerned.
NOPkS iuith the SOuth.
After all, it is they
A
who are in the best
institutions seeks to
position to see what
increase municipal government efficiency in
must be done and to understand how to do
Eastern and Western Africa.
it.

and

frican

——

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Over the past years, Sub-Saharan
governments, confronted with serious
economic crises, have come to the
realization that all orders of government
must be involved in recovery efforts.
African urban populations have doubled in
size in the past two decades—even more
reason to decentralize and invest more

'

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Joseph Mugore, MDP Director in
Harare, Zimbabwe, puts it this way: "We
are getting away from the traditional vision
whereby southern municipalities need our
technology. With the MDP, they find their
own methods and use our technology if they
need it. Africans direct their projects,
analyze their towns, their problems, their

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which demonstrated a willingness to
participate in this type of project — countries
where the central governments were open to
strengthening municipal governments.

15115 51
51 S51

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successes, their finances. For them, it's a
new way to learn."

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The MDP role is not one of
investment, but rather one of institutional
reinforcement, of "capacity building". "They
don't receive money with this project," says
Joseph Mugore. "They derive instead the
valuable conviction that they can organize
themselves."
The instigator of this multilateral
project, the World Bank, has sought and
found several sponsors who offer their
ftnancial and technical support. In Canada,
the partners are FCM, the Canadian

International Development Agency (CIDA)

5

and the International Development and
Research Center gDRC). The Program also
relies on the support of two Europj~
partners, Italy and the Netherlands.
principal donor is Italy, followedy
Netherlands. Canada intends to inetSC IIS
contribution in the next few years.

THE WILLINGNESS
CHARGE

TO

As for the African partners, the
W'orld Bank approached interested nations

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The Municipal Development Program
has developed four principal sectors of
activity:

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Fedesnsion of Canadian Municipalities

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'. Strengthening municipal associations: It
-'n this sector that

FCM financial support
'oncentmted. Since many municipal
-miations in Africa are not effective, this
native seeks to bolster them. To this end,
.ne International Union of Local Authorities
gULA)-Africa Section has been mandated to
offer support and services.

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Municipal

su pport: Municipalities
showing both motivation and the ability to
take responsibility are offered a program to
improve their management systems. For
example, the town of KweKwe, Zimbabwe,
linked with Fort McMurmy, Alberta,
through the "Africa 2000" project, is
currently eliminating its deficit. With the
help of the MDP, KweKwe is now working
on a master development plan.

I

11% II

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3.

I'

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~ 55 O

1. Policy: The MDP supports policy
research on strengthening local government.

2. Trahajng: This aspect collcentrates
primarily on strengthening training facilities
for municipal administrators. Institutions
which have shown some initial success are
assisted and encouraged to help other
institutions in the region. The approach
fosters both networking and the exchange of
.'deas. Regional policy seminars are also
offered.

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NEW EXPERTISE FOR FCM
According to Andrd Guindon, Africa
2000 Manager at FCM: "With participation
in the Municipal Development Program,
FCM has enlarged its field of activity and
developed new expertise.

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"Until now, we concentrated our
activities on links between Canadian cities
and those in developing countries.

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"The arrangement reveals the everincreasing confidence placed in us by CIDA,
which asked us to support the project for
Canada.

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"As well, FCM activity in this
project increases our visibility on the
national scene, giving us another tool better
to represent Canadian municipal interests."

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"Now, we move on to another level,
participation in South-South initiatives.

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What can your municipality do for
International Bevelopment Week9

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to international development, activities that can take place year-round.

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lt is now or never - take a leadership role in your community and plan activities relating

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International Development Week (IDW) is an excellent occasion to open our minds to
what goes on outside our borders and to sensitize Canadians to the vital issue of international
development.

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Although these nations are geogmphically distant, we cannot simply ignore their plight.
We live in an era of economic and environmental interdependence, and what goes on in
these
far-away municipalities could well have a real impact on Canadian communities.

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In these difficult economic times, problems of developing countries seem unrelated to
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{IDW) {see p. 39);

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Order promotional material from CIDA for International Development Week. Place IDW

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posters in your offices, distribute pamphlets and calendars to municipal employees. This material
is offered free of charge by CIDA.
Call to order: (819) 997-5006

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Get informed about IDW activities in your community, and participate. Use CIDA's
electronic noticeboard to learn which other organizations in your area are planning activities for
IDW. You'l need your computer and a n:odem. The CIDA message address is 25. Call
for
information: (819) 994 - 3857

FEB-2 193

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Business or municrtoal agency which has accompiishcd most for international development.

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overseas deveiopment to give a lecture with slides or video.

Organize a deBate on the importance of development aid. Invite experts, CIDA
representatives, or non-governmental organizations (NGOs). You may wish to call on the

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services of CIDA's Speaker's Bureau.

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- Organize a conference or working lunch with project managers. Using slides, present

your projects achievements or their most recent developments.
show photos, slides, or souvenirs of your international development activities.

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or the town's daily paper.
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- Turn International Deveiopment Week into a fundraiser for whatever projects you plan.

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Proclamation: International
Development Week

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According to information received at the Federation of Canadian Municipalities (FCM), 65
municipalities proclaimed International Development Week in 1992. The previous year, 9 municipalities
made such s proclamation. FCM wants to do better in 1993.

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Proclaiming International Development Week is one simple and inexpensive way to sensitize your

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citizens to the realities of Southern nations. Following are two possible examples of proclamation that
your municipality could use as a modeL

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s WHEREAS the town of XYZ shares the world and a common future with the
people in the
Develzspiug World; aud
s WHEREAS the town of XYZ shares the understanding that aH
human beings have the right to
the basic necessities of life: food, water, shelter, health care and education; and
s WHEREAS the town of XYZ believes in helping
people help themselves; and
s WHEREAS the town of XYZ wants to build a bridge between our community
and people of the
Developing World by helping them to gain access to the tools and skills they need to improve

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THEREFORE BE IT KNOWN THAT we do hereby proclaim that the week of February
/th 1993 shall be desi gaated as: INTERNATIONAL DEVELOPMENT WEEK in the town
of XYK and we commend its thoughtl'ul observance to all citizens of the city.
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PROCLAMATION: INTERNATIONAL DEVELOPMENT WEEK

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s WHEREAS together, we can make a World of Difference;

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will take place from February 1st to 7th, 1993
~ Aud WHEREAS we live on a shrinking
planet aad what happens in far away developing
countries before thought of as remote and unimportant to Canada, often bas a direct impact on us;
~ AND WHEREAS global forces
are looming larger and municipal councils are asked to
participate aud encourage their citizens to think of aH the communities in our Global Village at

this time:

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AND WHEREAS the objective of lnteraational Development Week is to assure the public that
change is taking place in the Third World, and to build public support for a saonger foreign aid
programme, to increase public understanding of the interdependent nature of our world and the
global links between people in our communities and conuuunities throughout the developping

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world;

~ AND WHEREAS tbe theme of "helping
people to help themselves" can make a lasting
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THEREFORE WE: Tbe Council of the Town of XYZ, do hereby proclaim the week of
February 1st to 7th, 1993: "INTERNATIONAL DEVELOPMENT WEEK"
within the town of XYZ and urge all citizens to lend their support.

DATED at the Town of XYZ, 31st day of January, 1993.

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For municipalities who are not already registered with FCM's International Offic, International
Development Week could be the ideal time to become better informed or to get involved.
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Municipal Professional Exchange Program (MPEP)

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This program establishes links and promotes technical and professional exchanges on
municipal problem-solving. Apart from allowing participating municipalities to share their
experiences, MPEP opens doors to trade and investment. The program covers the direct costs of
travel and accommodation as well as meals aud incidentals for the participants.

China open Cities Project
Under this program, local government officials in China's Open Cities and Special
Economic Zones benefit fmm trainhg in urban planning, administration, environmental
management, and economic development. The project includes technical missions to Canada by
mayors and staff of the Chinese cities. These missions consist of intensive theoretical and practical
courses. In China, the project offers seminars on Western-style professional development to
mayors and vice-mayors and to their staffs. The project also aids Canadian municipalities wishing
m establish links with Chinese counterparts.

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Africa 2000: The Municipal Response

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Specifically targming Sub-Saharan African nations, the goal of this program is the
improvement of municipal management techniques and neighbourhood quality of life. Canadian
municipalities can organize links with African municipalities, and can effect exchanges between
elected officials, administrators, professionals, and technicians, Funding is provided for such
technical exchanges. Openings for private enterprise initiatives are also encouraged. To date,
some thirty Canadian and African municipalities are participating in the program, managing
together their own cooperative programs.

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