Cover page

Cover page

“ ..a joint knowledge sharing program of action of salga, national & provincial

governments, and nine of South Africa’s most urbanizing

spaces…”

in conversation with the NATIONAL COGTA

PORTFOLIO COMMITTEE 26th March 2013

Since its inception in 2001/2, the SACN has been a network of the nine largest municipalities in the country rather than a representative structure, whose objective is to:

∇ Promote good governance and management in South African cities;∇ Analyse strategic challenges facing South African cities;∇ Collect, collate, analyse, assess, disseminate and apply the experience of large city

government in a South African context; and∇ Promote shared learning partnerships between the different spheres of

government to support the management of South African cities.

Membership & Governance Board is comprised of:• COGTA, DOT, DHS, SALGA, Buffalo City Municipality, City Of Cape Town, Ekurhuleni

Metropolitan Municipality, City of eThekwini(Durban), City of Johannesburg, Mangaung Municipality, Msunduzi Municipality, Nelson Mandela Bay Municipality and the City Of Tshwane (Pretoria)

Our Programmatic Approach is derived from the Local Government White Paper and thus a analytical tool for continuous municipal performance evaluation

2. Our Structure

4

Why is a national cities (network) program important to a progressive Local Government agenda….. ?

….because it is giving effect to the principle of differentiated approach to supporting local

government

South African municipalities are simply not the same, and therefore require differentiated solutions for differentiated problems they face

Some Key Research Agenda Issues for Local Government Sector in the next decade

WORSTREAM I: Acting with a Better Understanding 1. Adopt urban development policy regime that seeks to strengthen productive and sustainable urban spaces 2. Provide local government indicators that allows better governance & interpretation at varied scales (e.g.

ward, region, municipal, city region)

WORKSTREAM II: Changing Built Environment Function3. Addressing issues of land and land-use management 4. Increasing city efficiencies by improving Public Transport5. Using Human Settlements to create social cohesion

WORKSTREAM III: Unhesitant in Dealing with Vulnerability 6. Understanding better and improving local government financing model 7. Managing better and impacting positively on a vulnerable natural resource base 8. Better understanding of and enhancing rural/urban inter-dependence & interface 9. Building and dedicated & focused human capacity for local government 10. Promoting socio-political stability

Strategy Framework 2012-2016GOAL: The 2016 State of the Cities Report reports on South African cities as effective drivers of local and national development.

OUTCOME INDICATORS:Cities understand their respective developmental roles and strategiesCities are prepared, recognised and enabled to play their developmental roles Cites are improving and monitoring their performance in executing their development strategies and plans

GOAL: The 2016 State of the Cities Report reports on South African cities as effective drivers of local and national development.

OUTCOME INDICATORS:Cities understand their respective developmental roles and strategiesCities are prepared, recognised and enabled to play their developmental roles Cites are improving and monitoring their performance in executing their development strategies and plans

Through: Shared- learning platforms and partnerships between SACN, cities, and strategic partners which support the effective development and delivery of clear and effective City Development Strategies, enabling frameworks, and monitoring systems.

Through: Shared- learning platforms and partnerships between SACN, cities, and strategic partners which support the effective development and delivery of clear and effective City Development Strategies, enabling frameworks, and monitoring systems.

Intermediate Result 2. Transform the Built Environment functionCities’ spatial form and functioning are transformed to enable efficiency and effectiveness.

Intermediate Result 2. Transform the Built Environment functionCities’ spatial form and functioning are transformed to enable efficiency and effectiveness.

Intermediate Result 3. Deal decisively with cities’ vulnerabilitiesStakeholders are targeting and addressing specific key challenges to cities’ performance.

Intermediate Result 3. Deal decisively with cities’ vulnerabilitiesStakeholders are targeting and addressing specific key challenges to cities’ performance.

Intermediate Result 4.Improve the image of Local GovernmentStakeholders have an improved experience and perception of city governance and delivery.

Intermediate Result 4.Improve the image of Local GovernmentStakeholders have an improved experience and perception of city governance and delivery.

Intermediate Result 5.Enhance the impact of SACN’s knowledge productsSACN is more effective in delivering and assessing its value to policymakers & practitioners.

Intermediate Result 5.Enhance the impact of SACN’s knowledge productsSACN is more effective in delivering and assessing its value to policymakers & practitioners.

Outcomes:a) There are effective Spatial Planning and Land Use Management strategies and systems for cities

b) Cities have effective Public Transport systems enabling livelihoods and economic development

c) Cities’ Human Settlements are effectively planned and used to meet developmental objectives and enhance social cohesion

Outcomes:a) There are effective Spatial Planning and Land Use Management strategies and systems for cities

b) Cities have effective Public Transport systems enabling livelihoods and economic development

c) Cities’ Human Settlements are effectively planned and used to meet developmental objectives and enhance social cohesion

Outcomes:a) SACN has the human, and financial capacity to deliver on its programmes and plans

b) SACN has the monitoring and evaluation capacity to report adequately on its results and learning

c) SACN is extending its reach through effective dissemination and communication of city knowledge to the key user communities

Outcomes:a) SACN has the human, and financial capacity to deliver on its programmes and plans

b) SACN has the monitoring and evaluation capacity to report adequately on its results and learning

c) SACN is extending its reach through effective dissemination and communication of city knowledge to the key user communities

Outcomes:a) City leaders are able to competently champion and communicate city knowledge enabled by SACN

b) SACN is harnessing leading experts and authorities on urban development to advise and advocate for SA’s cities.

Outcomes:a) City leaders are able to competently champion and communicate city knowledge enabled by SACN

b) SACN is harnessing leading experts and authorities on urban development to advise and advocate for SA’s cities.

Outcomes:a) Roleplayers understand and are improving city governments’ Financial Performance and Management

b) Cities are better managing and positively impacting on a vulnerable Natural Resource base (esp. water, energy, food)

c) Adequate Human Capacity is being developed for effective delivery and management

d) Socio-political stability is being enabled through increased Social Accountability by city governments

Outcomes:a) Roleplayers understand and are improving city governments’ Financial Performance and Management

b) Cities are better managing and positively impacting on a vulnerable Natural Resource base (esp. water, energy, food)

c) Adequate Human Capacity is being developed for effective delivery and management

d) Socio-political stability is being enabled through increased Social Accountability by city governments

Intermediate Result 1. Act with a better understandingStakeholders are able to effectively plan, act and manage cities with increasing clarity, competence, and alignment.

Intermediate Result 1. Act with a better understandingStakeholders are able to effectively plan, act and manage cities with increasing clarity, competence, and alignment.

Outcomes:a) Cities have credible City Development Strategies specifying their developmental roles and strategies

b) There is national Urban Development Policy

c) There is a robust and efficient system for measuring and monitoring City Performance Data and Indicators

d) Rural-Urban Inter-dependencies are better understood and reflected in respective policy frameworks

e) Produce State of the Cities Report IV

Outcomes:a) Cities have credible City Development Strategies specifying their developmental roles and strategies

b) There is national Urban Development Policy

c) There is a robust and efficient system for measuring and monitoring City Performance Data and Indicators

d) Rural-Urban Inter-dependencies are better understood and reflected in respective policy frameworks

e) Produce State of the Cities Report IV

M.T.E.F. Goals: 2012-2016

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What Outcomes should the research agenda achieve ?

1. Refresh the developmental vision of metro government• Invest in productive capabilities and active citizens• Not welfare and consumerism

2. Stabilise metro government and restore trust • Support improvement in management systems • Enhance good governance and political/ethical procedures

3. Do more to reshape and reconfigure cities • Promote integration and densification• Take advantage of devolution of housing & transport

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Resource projections

28/02/2012 11

Strategic Objective Focus Area 5yr investment Totals

1a. Act with a Better Understanding 1.a.1 Credible CDS 25 000 000 R 49 340 000 1.a.2 State of the Cities Report IV 6 000 000 1.a.3 Urban development policy 6 340 000 1.a.4 Urban Indicators 9 000 000 1.a.5 Rural-Urban Interface 3 000 000

1.b Changing Built Environment Function 1.b.1 Spatial Planning and Land Use 8 100 000 R 16 400 000 1.b.2 Public Transport 4 300 000 1.b.3 Sustainable human settlements 4 000 000

1.c Dealing with Vulnerability 1.c.1 City finances 10 000 000 R 40 500 000 1.c.2 Natural resources 23 000 000 1.c.3 Human capacity 4 500 000 1.c.4 Socio-political stability 3 000 000

2. Improve the image of Local Government 2.1 A Strong, activist Board 240 000 R 1 040 000 2.2 A Strong advisory team 800 000

3. Enhance the impact of SACN’s knowledge products 3.1 Strengthen the Secretariat 4 650 000 R 6 825 000 3.2 Implement Evaluation framework 1 750 000 3.3 Improve Communications function 425 000

5 year Total Est. R 114 105 000

What should be the SA Cities Network SCOPE of Work?

12Decreasing SACN functions & intensity...

Source: 2010 population figures from IHS Global Insight

Over the 500 000

mark

Relatively even spread of people across SA towns

outside top 5

Tshwane’s population

> twice NMB

Clear break between top 5 and

other cities

Difference of only 200 000

b/w top 2

Population

These are spaces where most South Africans are living

1

Distribution of resources does not reflect the importance of local government sector, thus making cities more and more vulnerable

Division of nationally raised revenue, 2007/08 – 2013/142007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14

R million

Outcome Revised estimate

Medium-term estimates

Division of available funds

National departments 242,580 289,236 345,366 359,120 380,154 408,439 439,049

Provinces 207,504 246,836 293,164 323,080 357,929 380,450 404,251

Equitable share 171,054 201,796 236,891 265,139 288,493 305,725 323,604

Conditional grants 36,451 45,040 52,073 57,941 69,436 74,724 80,647

Gautrain loan – – 4,200 – – – –

Local government 38,482 45,487 51,537 61,152 70,171 77,029 82,317

Equitable share1 20,676 25,560 23,845 30,559 34,108 37,573 39,960

General fuel levy sharing with metropolitan

– – 6,800 7,542 8,573 9,040 9,613

Conditional grants 17,806 19,928 20,892 23,051 27,490 30,416 32,743

Total 488,566 581,560 690,068 743,353 808,254 865,919 925,617

Percentage shares

National departments 49.7% 49.7% 50.0% 48.3% 47.0% 47.2% 47.4%

Provinces 42.5% 42.4% 42.5% 43.5% 44.3% 43.9% 43.7%

Local government 7.9% 7.8% 7.5% 8.2% 8.7% 8.9% 8.9%

CULTIVATING INNOVATION IN LOCAL GOVERNMENT

THE STRATEGY

The focus of this innovation management is to help LG to respond to an external or internal opportunity, and

use its creative efforts to introduce new ideas, processes and share unique local knowledge and experience.

We approach this Innovation management in three distinct ways:

3. 1 / RECOGNIZE & AWARD

Create an awards platform that recognise innovation.

3.2 / DOCUMENT & SHARE

Create a centralised online platform through which to manage innovation and disseminate experiential

learning.

3.3 / BUILD CAPACITY

Create a capacity building forum informed by the above platforms to further stimulate a culture of innovation.

“ Local government is the sphere of government that interacts closest with communities, is

responsible for the services and infrastructure so essential to our people’s well being , and

is tasked with ensuring growth and development of communities in a manner that enhances

community

participation and accountability.”

The White Paper on Local Government / 9 March 1998.

Thank you