In an exclusive interview, the Director General of NASLA sheds more light on public opinion following multiple concerns relating to the functioning of the School for which he is responsible.

By Nasla Admin

1- NASLA is one of the pioneer Sub-Saharan state institutions with the mission to train RLA administrators. Given this important stake, what are the vision and ambitions of NASLA?

The vision and ambitions of the National School of Local Administration are clearly identified. Their implementation is sequenced as follows, as the case may be:

         A court terme, la NASLA ambitionne être une école de référence en formation des ressources humaines locales en Afrique au sud du Sahara et un centre de recherche capable d’apporter des solutions aux problèmes des CTD et du Gouvernement dans le domaine de décentralisation et du développement local;


_  In the medium term, NASLA aims at becoming a support and advisory institution for local development actors;

–         In the long term, NASLA should have developed and strengthened the visibility of its training programmes (initial, in-service and specific) and to be recognised as a leader in the fields of training and applied research in decentralisation and local development.


2– One of the problems always raised by our RLAs is the shortage in quantity and quality of HR. Is NASLA the solution? If that is the case, how does the institution intend to resolve this problem?

Of course! NASLA is the right solution. NASLA will resolve the problem through a solid and diversified training offer. According to the Decree on the creation, organization, and functioning of this Establishment, NASLA shall provide training in the competences and specialties of the local administration as follows :

         Diploma initial training;

         In-service training;

         Specific training;

And applied research in the management of Regional and Local Authorities.

Moreover, NASLA will intensify its involvement in the capacity building of staff already working in the Regional and Local Authorities, as well as supporting them, to find concrete solutions to their problems.

3-    There are many other academic and private institutions involved in training in the domain of decentralisation and local development. How does NASLA intend to distinguish itself from these institutions? What would make a young person choose the training provided by NASLA instead of that of other institutions?  différence avec ces institutions ? Qu’est ce qui peut pousser un jeune à préférer la formation dispensée par la NASLA que celle des autres institutions ?

There are a number of reasons why a young person may prefer our training offers:

a.     The development and adaptation of training programmes to our environment and the current context;

b.     Rigour and Discipline

c.      The involvement and active participation of experts and seasoned professionals at all levels of training

d.     Socio-professional immersion

e.      The prospective vision that accompanies this entire mechanism in order to make them skilled in a specific specialty. And above all, NASLA is the institutional actor put in place by the State for training in this domain. From this perspective, NASLA has the blessing of State that the other institutions do not have.

  4. Given all these, how does one get admission into NASLA, What are the different requirements?

At NASLA, we have initial training for which the selection of trainees is through a national competitive entrance examination (the competitive entrance examination into NASLA); for In-service and specific trainings, it is through an invitation for applications. The selection is done on the basis of a study of files. It should also be pointed out that the targets for this training are mostly workers from Regional and Local Authorities (RLAs), NGOs, trade unions and sometimes even traditional public administrations.

5.    Given the current requirements of decentralisation, does NASLA's infrastructure already permit the School to accommodate a certain number of trainees?

Indeed, the capacity of our institution has increased considerably with the construction of an amphitheater, a gymnasium and the transformation of the old dormitories into three large classrooms. More specifically, the physical outlook of the NASLA campus is currently undergoing a facelift. This obviously prepares the admission of future trainees from our various selection processes. It should also be noted that, in the long run, our ambition is to be a major training centre at the regional and even world level given the partnerships we are in the process of establishing with renowned prestigious institutions (ENA of France, UNDP, GIZ, France Embassy, High Commission of Canada in Cameroon, etc.)

6 – The current in-service training has shown a particular interest in distance learning (more than half of the learners). How did you identify the potential of this niche?

It should be noted that, from the onset, this approach was discouraged, given the complexity of the issues and implementation at the level of the infrastructure, human and material resources, etc.  We were also appointed to this duty post in the midst of a health crisis in March 2020, and we are presently not still free from it. One of our first tasks was to ensure the continuity of training while respecting the related constraints, which was the first trigger. Following an updated analysis of the challenges, it became clear that e-learning could enable NASLA train a maximum number of human resources throughout the country in a very short period of time. Finally, it is a teaching method that is becoming more and more accepted nowadays. On the contrary, ignoring it as the method adapted for the future would be an error, a lack of vision.

7– We are aware of the fact that many other institutions have not succeeded in setting up such a system. What is your secret for its success?

The success of any company lies on the performance of its IT System. At NASLA, we have started the process and have divided the development and implementation of the e-learning system between our internal resources and a consultant to support us in this innovation. It is true that much still has to be done, but we will do our best to meet the expectations of the high demand of online trainees.

It is also worth noting that this mode of training requires a minimum of ICT skills on the part of trainers and trainees.

Thank you Mr. Director General for your constant availability!

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