Advisory Board Composition

Each partner city should consider instituting an advisory board process (one per project), consisting of a group of knowledgeable but uninvolved staff who are at a peer level with the people responsible for the project. The board's roles are to provide technical and programmatic advice - their advice should be seriously considered and implemented. Advisory boards are also an effective mechanism to transfer best practices and lessons learned from one project to another. In partnership with the partnering cities or its projects and field labs, the composition of an advisory board will be under guidance from Tim Campbell Ph.D., the chairman of the WSC Steering Committee.


Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa.  His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He holds a B.A. in Political Science from U. C. Berkeley (1966), a Masters in City and Regional Planning from U.C. Berkeley (1970), and a Ph.D. in Urban Studies and Planning from M.I.T. (1980).

During the summer and fall of 2009, Campbell was Senior Fellow, Comparative Domestic Policy Program, The German Marshall Fund, 2009.  He conducted research on learning cities in Barcelona, Turin, Portland, and Charlotte.

Tim Campbell retired from the World Bank in December of 2005 after more than 17 years working in various capacities in the urban sector.  His most recent positions were as head of the World Bank Institute urban team (from 2001), and head of the Urban Partnership, which was responsible for identifying changing demand and developing new Bank products and services for cities (from 1998).  He pioneered the Bank's city development strategies (CDS) and was the Bank-wide coordinator for CDS, a new analytical tool focusing on cities as the unit of analysis in national development. From 1995 to 1997, he served as a member of the Advisory Group in Latin America and the Caribbean Region and was the Region's Chief of the Urban and Water Unit (1993-1995).

Before joining the Bank, he worked for more than 13 years as a private consultant and university professor.  His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley.  He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer.

In addition to many policy papers on decentralization and urban policy, Mr. Campbell has authored several books.  The Quiet Revolution, explores the rise of political participation in cities with the onset of decentralization in Latin America from 1983-1995 (University of Pittsburgh Press, 2003) published in Spanish by Alfaomega, Bogota. A second book, Leadership and Innovation (World Bank, 2004), is a collection of case studies about the innovation process observed in leading local governments in Latin America.