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On university-community collaborations

I’m not a stranger to university-community collaborations. In fact, I even helped draft a proposal for the World Bank to support such collaborations, which I believe would be sustainable and therefore worthwhile to be pursued by potential partner universities and local government units. There are actually many such collaborations but most of these are probably informal with certain faculty members of universities (usually state universities or colleges) being involved in committees or moonlighting in projects implemented or funded by LGUs. I say informal because technically, the school is not involved in the project and it is only incidental that the person or persons involved are affiliated with the university or college.

Here is an article showing an example of university-community collaborations:

National Institute for Transportation and Communities (2022) “Transportation recovery after disasters: A collaborative university/community model,”, [Last accessed: 8/15/2022]

The authors wrote about actions that could be done “to build future economic resilience.” To quote from the article:

  • Increasing pre-disaster investment in resilient transportation infrastructure to reduce the cost of eventual recovery;

  • Improving business resilience practices for high-impact industrial sectors, through education and outreach;

  • Identifying structural barriers to adoption of resilient business practices, and promoting mitigation through recovery.

  • Mainstreaming disaster resilience into economic development by breaking the siloed approach to emergency management and economic development.

While these actions were framed for the community engaged by the University of Utah, they are general enough to be applicable to other communities as well.

I mentioned earlier about the need for formality. The Commission on Higher Education (CHED) encourages and supports what are termed as Extension Works or Extension Projects by higher education institutions. These may be in various forms including committee work, advisory, capacity building/training, or even professional work/services provided to the province, city or municipality (even barangay). But there should be accountability here as well as the proper assignment or allocation of resources.

Just compensation is one of the more sensitive or tricky elements or items here as often, LGUs would like to get something for free or assume that certain services are free. They are not and time and effort should be compensated; just not the international rates you might expect for consulting work from the likes of World Bank or Asian Development Bank.

Here is where contracts (e.g., in the form of Memorandum of Understanding (MOU) or Memorandum of Agreement (MOA)) can be useful to establish the terms of engagement that includes budgets for Personnel Services (PS), Equipment Outlay (EO) and Maintenance and Other Operating Expenses (MOOE). The latter categories should be familiar with LGUs because these are standard items under which details are provided for their programs and projects. State universities and colleges are also familiar with these as standard government terminologies for budgets. Of course, that goes without saying that in certain engagements, there may be third parties such as donor or funding institutions that will should all, most, or part of the costs for collaborative work.

On the key transformations needed to achieve sustainable, low carbon transport

Also related to COP26, I am sharing material from the Sustainable Low Carbon Transport (SLOCAT) partnership, of which our center is part of. SLOCAT recently released the 11 key transformations for sustainable low carbon land transport urgently needed to meet the climate targets. Here’s a link to their site:

SLOCAT also has the following Wheel of Transport and the Sustainable Development Goals (SDG’s) on the same site. The Wheel illustrates the four cross-cutting themes: equitable, healthy, resilient and green.

SLOCAT Wheel on Transport and the SDG’s –

In the SLOCAT site, they list the following to support the transformations:

Overarching approaches to apply across transport modes and sub-sectors overtime

  • Put people first, not vehicles and technology 
  • Co-create and communicate a compelling vision and targets 
  • Guide short- and medium-term action with clear, coherent political messages 
  • Combine push and pull measures: Regulate and incentivise 
  • Link policies within and beyond transport for synergies 
  • Prioritise resources by social and sustainable value for money 
  • Engage, empower and coordinate stakeholders across government levels and sectors 
  • Build capacity and improve data 
  • Implement pilots to learn and share, then roll out at scale