This diagram demonstrates that learning is dynamic and involves growing existing knowledge within the organization.
Various approaches to peer learning can be taken – these can be extracted from existing practices and used consecutively or independently. It is important to be flexible in the choice and responsive to the specific momentum to keep the UCLG agenda interesting, dynamic and action-oriented.
1. Learning exchanges: events around topics to share practices and processes from local contexts, get to know practitioners and possible peers.
2. Peer reviews: establish peer groups of equals (for example managers of public services, mayors among others) to review tasks, respond to orientation of work, possibly in relation to a benchmark or to assess demands for improvement and change.
3. Mentoring: peers commit to support a process in order to achieve a strategic agreed outcome, usually a managerial task, for example strategic planning, visioning, performance system.
4. Policy development: build recommendations based on comparative analysis of practices or tasks –for example locally: precise task description work on new challenges; nationally: competences, investment; or globally: to development partners and private sector.
The final aim of knowledge sharing is to implement and apply lessons and practices. Action learning is to support the leaders and city management tasks. Its main assets are the openness and experiences of the members – the peers and partners involved as they are in the heart of the city and it is to them that UCLG is directing its endeavors.