LOCAL GOVERNMENT CAPACITY DEVELOPMENT FRAMEWORK FOR LED

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LOCAL GOVERNMENT CAPACITY DEVELOPMENT FRAMEWORK
FOR LED

• GABI GUMBI-MASILELA

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GOALS OF A DEVELOPMENTAL STATE

• Reducing the massive poverty and fighting
  social deprivation, removing tyranny, expanding
  economic opportunities and providing public
  service and facilities for the poor.
• (Ministry of finance 2004)

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5 YEAR LOCAL GOVERNMENT STRATEGIC AGENDA

• The5Year Local Government Strategic Agenda puts
  more emphasis on the transformation of
  municipal environment
• Reinforces the fundamental function of
  municipalities as important points of planning
  and service delivery as part of a developmental
  state
• Puts more emphasis on integrated delivery b all
  three spheres of government
• Promotes partnership for optimum delivery

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CAPACITY BUILDING FRAMEWORK FOR LOCAL GOVERNMENT

• What the framework seek to achieve
• Build on the foundation of on going capacity
  building
• Provide a set of overarching goals ( to be
  provided by all training service providers)
• Provide a framework for a package of support
  based on priorities
• Identify and ensure a more enabling environment
  for capacity building
• Facilitate and manage a conducive environment for
  targeted capacity development in municipalities

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CAPACITY BUILDING STRATEGY

• Embedded in the policy, strategic and legislative
  context, shaping the key responsibility of
  municipalities as
• Emphasis on good financial management (including
  revenue control and financial control)
• Municipal dual role (basic services delivery and
  stimulating economic development)
• Meeting the national targets (MDGs and APEX
  priorities)
• Enhanced cooperation across the three spheres of
  government
• Quality of governance and enhanced level of
  involvement of communities

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ROLE OF LED IN LOCAL GOVERNMENT

• Creating an enabling environment for economic
  development to thrive
• Municipalities are not charged with actual local
  economic development of their areas,
• Coordination and integration becomes an integral
  part of this process
• Partnership and pooling of resources
• Provision of bulk and basic services to support
  investment

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INTEGRATED GOVERNANCE

• Local govt is expected to go beyond its
  traditional role of service delivery to
  facilitating socioeconomic development of their
  areas of jurisdiction
• Greater requirement for municipalities to have
  capacity to undertake a range of complex
  functions to ensure integrated development
• Promote municipal financial viability, attract
  internal and external investments

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LED IN A DEVELOPMENTAL STATE

• Central to a Developmental State is a notion of a
  developmental local government defined as
• Local Government committed to working with
  citizens and groups within the communities to
  find sustainable ways to meet their social,
  economic and material needs and improve the
  quality of their lives
• (White Paper on Local Government1998)

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KWZULU NATAL STRATEGY

• Implementation strategy

Individual Capacity
Organizational Capacity
Environmental Capacity
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SKILLS DEVELOPMENT

• Targeting building individual capacity in
  municipalities
• Partnerships ( LGSETA, Siyenza Manje,
  Universities)
• Learnerships
• Bursaries
• Mentorship and coaching
• Internships

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GROWTH AND DEVELOPMENT STRATEGIES

• The growth and development summits with three
  specific purposes
• Focussing on economic development potential of
  municipalities into clearer strategies and
  programmes to guide their facilitation of local
  economic development
• Assist municipalities in targeting and
  implementing spending on infrastructure to ensure
  stimulation of economic growth while meeting the
  constitutional responsibilities of all citizens
• Assist in the alignment of local and provincial
  priorities as developed in the PGDS
• Shared services concept
• Integrated District IDP shared with all key
  stakeholders

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INTEGRATION AND COORDINATION

• Promote integrated Governance, coordination and
  use of the PPP
• Integrated planning across the three spheres of
  government
• Pooling of resources
• Better integration and coordination
• Better financial management, mobilization
  strategies and financial controls

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COOPERATIVE MOVEMENTS

• Key to driving rural development
• Proven driver of LED globally
• Not a function by one department but multi
  departmental approach
• Holistic approach to economic development
• Targets women as drivers
• Involve extensive technical skills development ,
  but optimizes the existing skills
• Need a lot of monitoring and evaluation
• May need incubation and hand holding
• Malawi experience

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PSEDS

• Premised on the same principles as the NSDP
• Corridor Development
• Process of identifying and packaging development
  initiatives in primary and secondary corridor
  localities
• Develop strategies for the mobilization of public
  and private partners for investment purposes
• Strategy for the development of bulk services to
  attract investment and enhance potential for
  economic development

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CHALLENGES

• Building he technical and oversight skills in
  municipalities
• Fast track coordination it cannot be localized
• in one municipality
• Mobilizing and coordinating multi sector
  interventions
• Comprehensive coordinated strategy driven by all
  departments
• Skills development agenda put at the centre of
  all programme in a coordinated manner

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Resource base, by age
  Source Allison Lawless Associates
Engineer
Technologist
Age
Age
65
65
All combined
Technician
61
61
57
57
53
53
Age
Age
49
49
45
45
41
41
37
37
33
33
29
29
25
25
0
50
100
150
200
250
300
350
0
50
100
150
200
250
300
350
400
450
White
Black
White
Black
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Sources of capital required to cover capital
expenditure (Rm at constant 2004/05 prices)

•  

Sources of finance
25,000
20,000
15,000
R millions
10,000
5,000
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
Housing subsidies
MIG
Munic own source
  Source Municipal Infrastructure Investment
Framework 4th Round Part 2 May 2005
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Municipal Engineer
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THANK YOU