City development strategies in South Africa: lessons and challenges Andrew Boraine, Chairperson, Sou

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City development strategies in South Africa
lessons and challengesAndrew Boraine,
Chairperson, South African Cities
NetworkPresentation to United Cities and Local
Governments workshop on City Development
Strategies, Paris, 04 May 2004
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Introduction

• 10 years of democracy in South Africa
  restructuring of all levels of government,
  economy and society
• Extensive local government transformation process
• Local government enshrined as a sphere not a
  tier
• Defined system of intergovernmental cooperation
• Simultaneous process of decentralisation and
  consolidation
• Integrated development planning framework
• Emergence of knowledge-sharing networks
• South African Cities Network
• Local Learning Network
• District Learning Network

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Goals of SA Cities Network

• Promote good governance and management of South
  African cities
• Analyse strategic challenges facing South African
  cities, particularly in the context of global
  economic integration and national development
• Collect, collate, analyse, assess, disseminate
  and apply the experience of large city government
  in a South African context
• Promote a shared-learning partnership between
  different spheres of government to support the
  governance of South African cities

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State of the Cities Report

• Contribution to the countrys 10 year review
  (although will be published annually)
• Highlights many remarkable achievements but
  shows the enormous challenges that still lie
  ahead
• Shifting demographics within and between cities
• Jobless growth
• Poverty, inequality and marginalisation
• Apartheid city spatial form persistent mismatch
  between jobs, housing and public transportation
• Impact of HIV/AIDS
• Environmental degradation

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Complexity of modern city management

• Changing nature of productive activity, and
  global economic and political organisation, with
  tendency towards spatial concentration of
  production in major urban areas
• Cities and regions are new units of
  competitiveness and productivity in global
  economy territorial platforms from which groups
  of firms contest global markets
• Debordered national economies redefinition of
  roles of government - integrated governance more,
  not less important
• Shift from traditional city centre to multi-nodal
  urban systems, leading to a blurring of
  traditional distinctions between urban,
  suburban and rural, with cities as nodes in
  the rural-urban continuum
• Impact of metropolitan expansion into rural
  areas ecological footprint, increasing food
  miles, pollutants, consumption of natural
  resources

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City development strategies

• City development strategies are necessary and
  appropriate planning responses to the new
  challenges, high levels of complexity and rapidly
  changing circumstances facing cities
• A huge amount of effort has gone into
  establishing an effective system of development
  planning in South Africa
• Integrated development plans (IDPs) are legal
  requirements for all municipalities since 1996
  and have evolved into sophisticated instruments
• Many cities, with their added capacity, have
  become sites of innovation and creativity

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Challenge 1 Linking long term vision to short
term action plans

• Tendency to focus on short-term operational plans
  rather than a long term city strategic plan
  both are needed
• City visions need to go beyond motherhood and
  apple pie statements
• Persistence of prioritized shopping lists Need
  to focus on change-drivers and points of
  leverage where impact can be maximised
• Difficulty of shifting entrenched operating
  budgets to support the new priorities

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Challenge 2 Integrative framework for
development
Inclusive City
Productive City
City Strategy (CDS)
Well- governed City
Sustainable City
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Mangaung City Council
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City of Tshwane
Developing the North

• Vision The leading international African capital
  city of excellence that empowers the community to
  prosper in a safe and healthy environment
• Guiding principles
• Unity (We are same)
• Empowerment
• Excellence
• Set of priorities determined by people
• Strategy build on seven core elements

Maintaining existing Urban Areas
Strengthening economic clusters
Celebrating the capital
Building Social Cohesion
Sound Financial Fundamentals
Strong Developmental Municipal Institution
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Challenge 3 City-wide resource mobilisation

• Need to differentiate between a municipal plan
  and a plan for the municipality
• Need for a collective city vision involving all
  stakeholders shared understanding of a citys
  socioeconomic structure, constraints and
  prospects, within the context of global, regional
  and national trends
• Need for a comprehensible rather than
  comprehensive city plan easy to communicate,
  manageable, empowering, accessible
• Put governance arrangements in place between
  government, business and civil society to address
  issues of collective interest through
  identification of stakeholder responsibilities,
  champions, and incentives for performance

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Challenge 4 Strong guidance for coordinated
public sector spending and asset management

• Need to focus on full range of government actions
  within city area rather than on municipal powers
  and functions only
• Need for statutory obligations and/ or incentives
  for intergovernmental alignment of policies,
  plans and budgets
• Recognise different forms of integration and
  alignment, i.e. policies, planning cycles,
  expenditure, projects
• Improve coordination of government initiatives
  within city areas
• Particular focus needed with regard to
  parastatals and public agencies

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City development strategy Inter-governmental
alignment
Bulk of leverage and resources required from
above
National
Provincial
Municipal
Bulk of effort and drive from below
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Challenge 5 Integration and alignment of sector
policies and plans

• Insufficient mechanisms to mainstream
  cross-cutting issues (e.g. economic growth,
  poverty reduction, HIV/AIDS, spatial planning,
  transportation)
• Need to lay basis for trade-offs between plans
• Need to focus more on the results (outcomes),
  rather than on inputs and outputs outcome-based
  mechanisms for integration of sector plans

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City Strategic Framework Scorecard for
performance monitoring and measuring outcomes
Basic services for all
Comparative competitive advantage
Sustainable livelihoods
Workforce skills
Inclusive City
Productive City
Social cohesion
Transport system
Safety and security
City Strategy (CDS)
Efficient city services
Financial resources
Inter-govt alignment
Well- governed City
Sustainable City
Leadership partnerships
Environment
Human resources
Effective administration
HIV/AIDS
Transparency and probity
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Challenge 6 Planning beyond boundaries

• Need for mechanisms to plan beyond area of
  municipal jurisdiction
• Need to maximize rural/ urban linkages in policy
  and planning
• Rural component of urban development
• Urban component of rural development
• Develop national urban and spatial development
  policies

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Challenge 7 Implementation!

• Policy
• Legislation and regulation
• Fiscal (taxes, fees, charges)
• Financial (government spending)
• Institutional
• Asset management
• Knowledge management
• Advocacy

• Combined classes of instruments available to all
  spheres of government
• Challenge of coordination and alignment of
  instruments
• Tendency to rely on legislation/ regulation,
  capital expenditure and institutional
  restructuring

after L. Neilson (2002)
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State of the Cities Report will be available at
www.sacities.net from June 2004