Executive Mayor: Cllr Parks Tau Reflecting on the City of Johannesburg participatory planning: formulation of the GDS a

1. Executive Mayor: Cllr Parks TauReflecting on the City of Johannesburg participatory planning: formulation of the GDS and IDP 29 February 2012

2. 2 South Africa's local government transition to democracy South Africa�s transition to democracy began in 1992 at both national and provincial level This was followed by the formation of a Local Government Negotiation Forum (LGNF) The deliberations led to the following: an agreement on local government finance; a Local Government Transition Act of 1993; and a chapter in the interim Constitution White Paper on Local Government (1998) was developed: which chartered the way forward ensuring a shift from a non-development; subservient and illegitimate level of government to a developmental; and autonomous and democratic sphere of government

3. 3 South Africa's local government transition to democracy The landmark National General elections held on 27 April 1994 brought into being: new government institutions; statutory and policy changes; and as well as management and administrative systems and processes The Constitutionally based system of governance replaced the pre-1994 racially based, hierarchical and mostly centralised arrangement of government � The new government�s mandate for the state machinery included: the strategic management of integrated development planning across the three spheres of government to address the basic needs of the poor and achieve associated vibrant economic growth to fund development and redistribution programs Three distinctive, although inter-dependent and interrelated, spheres of government namely, national, provincial and local, were established to undertake the developmental mandate of South Africa

4. 4 Democratising the state and society The RDP vision is one of democratising power: �the people shall govern� Democracy is intimately linked to reconstruction and development: unleash the resources, neglected skills and stunted potential of our country and its people empower communities through expanded rights, meaningful information and education, and an institutional network fostering representative, participatory and direct democracy promote gender equity, empowerment of women in general, and of black, rural women in particular and ensure that all people are be able to participate in the process of reconstructing our country and in the development of the society Deepening democracy by ensuring that elected structures conduct themselves in an answerable and transparent manner in pursuit of the objectives of efficient, effective, responsive, transparent and accountable government

5. 5 Provisions for community participation Legislative provisions for effective community participation and engagements: Chapter 2 of the Constitution (1996): Sections 151(1)(e), 152, 195(e) pronounce on the participatory requirements Municipal Structures Act 117 of 1998: Section 72 states that the object of a ward committee is to enhance participatory democracy in local government Municipal Systems Act (2000): Sections 16(1) and 29(b) on the development of a culture of governance that complements formal representatives government with a system of participatory governance White Paper on Local Government (1998): Emphasizes that political leaders remain accountable and work within their mandates and allow consumers to have input on the way services are delivered Municipal Systems Act sections (2000): Section 26 state that each municipality at the beginning of term of office must develop a 5 year IDP and review this plan annually in terms of Section 34 performance and changing circumstances

6. 6 Development Facilitation Act (1995): Land Development Objectives The Act allows for facilitation of reconstruction and development programmes and successful and rapid implementation Land development objectives need to be formulated and implemented to ensure national uniformity in terms of procedures for subdivision and development of land in urban and rural areas (prescribe land development procedures) An important part of the Act was that general principles for land development should, broadly speaking: support effective integrated planning; the optimal use of existing resources; and the promotion of sustainable development This paved the way for the notion of Integrated Development Planning- join up structured governance and partnership arrangements between government, business, labour and civil society In South Africa �developmental local government� emphasises that this is achieved through integrated, participatory and partnership-orientated planning and management

7. 7 During the 2006 local government elections, the African National Congress manifesto called for metros and districts to create a growth and development strategy Joburg 2006 GDS strategy is a long-term strategy for the City that outlines the City�s aspirations in terms of the kind of society we want to aspire It contains: an analysis of trends, development paradigm/pillars, vision, mission, outcomes, outputs and indicators An extensive public participation process culminated in the Growth and Development Summit of about 3000 delegates held in May 2006 These stakeholders /delegates assisted the City in identifying concrete steps to be implemented jointly with our social partners to accelerate growth, reduce poverty and develop sustainable communities This led to the finalisation of the City�s first five-year Integrated Development Plan (IDP) (2006/11)- medium-term which previous had had a one-year timeframe

8. 8 The overall organising framework

9. 9 The City of Johannesburg understand that it has the responsibility to respond to both: Citywide challenges e.g. public transport and employment creation Local (community or ward) needs and issues e.g. speed humps on a local street, street lighting or upgrading the local community hall Community-based planning (CBP) therefore seeks to further strengthen the City�s commitment to community consultation and participation in the IDP and Budget process We see this as social contract between community, ward committee and the municipality The scope of this social contract is: To facilitate community planning that will contribute to the IDP To enable the ward councillor, ward committee and community to take ownership of development in their ward To realise the notion of developmental local government Linking IDP and Community Based Planning

10. 10 In 2007, the City of Johannesburg adopted Community Based Planning as a basis for bottom up planning process of participation in the budget and IDP processes and formulation The objectives of the Community Based Planning and budgeting are to: Improve the quality of plans (IDP and budgets); Improve the quality of services delivered by departments and municipal entities; Align ward specific needs with the City�s overall planning priorities; Institutionalize the city�s participatory frameworks at a ward level; Mobilise community action and reduce dependency (ward committee and constituencies);and Foster a social contract between the ward and the City

11. 11 The amount required to address all ward issues was estimated at R500 million Departments and entities were asked to undertake technical feasibility in terms of budget requirements and cost of each Capex project that were submitted by communities Lessons from the R109m ward based allocations in the CoJ experiment The second time around, we then agree a principles to allocate R110 million (ring fenced funding) in order respond to community issues: Budget allocations should equitable (not equal), with an emphasis on disadvantaged areas Projects must be viable and ready for implementation Projects must be consistent with the Council policy on infrastructure development e.g. Community centres should only be built within a certain radius Effect visible service delivery (quick wins) Priority to be given to capital expenditure

12. 12 The Gauteng Provincial Government noted the City of Johannesburg�s approach to community consultation in IDP and made the following comment: �the City can be applauded for the manner in which consultation and stakeholder engagement processes are managed� �Testimony to this is the way in which issues raised during Regional Stakeholder Summits, the Inner City Summit, Mayoral Road shows and other forums have been captured and presented in the IDP� In the City�s quest to pilot a Community Based Planning approach, it is recommended that the City consider utilizing the opportunity to capacitate and empower communities to own the planning and budget processes in their wards�� Local Government MEC comments on the City�s participatory

13. 13 Public participation and local government The 1993 Local Government Transition Act formed the background for the transitional period that took place between: 1994 (first General democratic elections):�Together we have won the right for all South Africans to vote� 1995 (first local elections and establishment of transitional LG structures):�A better life: Let`s make it happen where we live� 2000 (second local elections): municipal re-demarcation process, �Together speeding up change and fight poverty� 2006 (third local government elections): �A plan to make local government work better for you� 2011 (fourth local government elections): �Together we can build Better communities�

14. 14 To us, government is essentially about: well being of the people; service to the people; Redress and transformation; local democracy that seeks to, amongst others, empower ordinary citizens (the people) It s not simply � a representative democracy � not only about voting at the end of every 5 year political term Ours is also a participatory democracy that seeks to ensure that people are involved on issues of local government and development Our understanding of the developmental local government

15. 15 New mandate for 2011/16 term of office Joburg citizens have indicated that they want us to: lead a municipality that is functional and responsive to the needs of our citizens; provide quality services and address the basics; Continue with the agenda for transformation; communicate and engage our citizens on the developmental agenda for the City Partner with them in tackling developmental challenges (work with communities in communities) We have reflected and debate on the state of the city, our electoral mandate and define a way forward for the City

16. 16 As part of process of review the City�s GDS, we agreed that there is need to engaged all our stakeholders on the critical developmental challenges We also agreed that the GDS outreach process should: Inspire- capture the imagination build cohesion and commitment Activist- show clear intension to transforming the Apartheid City of Johannesburg- unambiguous commitment to the poor Bold- no fear in dealing with tough challenges and hard choices we need to make Realistic- achievable and actionable Accessible- general public buy in, together with a number of important stakeholders- build ownership On 2 August 2011 � GDS Public Outreach Process launch- released draft document for public consultation July, August, September 2011 � GDS Outreach Process 8 weeks that got Joburg talking and listening Joburg 2040 Strategy stakeholder consultation and outreach

17. 17 Thematic weeks were organized across the following themes: Liveable Cities, Resource Sustainability, Health and Poverty, Governance, Transportation, Community Safety, Environment, Economic Growth and Smart City Ward-level participation, to incorporate the voices of local communities ran parallel to the eight weekly themes In each thematic week, a series of discussions, consultations, debates and events took place from Mondays to Fridays, with weekends strategically used to include participation from wards and the City�s 7 Regions A GDS conference, providing the platform for leading global, regional and local experts to share experience and provide feedback on the GDS process and document A GDS Summit providing broader stakeholder participation in Orlando The culmination of the process at the GDS Launch on 20 October 2011 at Soccer City GDS Outreach Process Overview

18. 18 Some of the issues raised by stakeholder during GDS outreach

19. 19 15,000 estimated number of people who interacted with the City through thematic workshops, ward consultations, GDS Conference, GDS Summit 1,000 managers briefing to mobilise the City�s 27 000 strong workforce 51,340 total number of interactions online through Facebook, Twitter, micro-site, You tube, emails etc 83 total number of City-hosted events throughout the Thematic weeks 23,435 active Facebook post views GDS Outreach process in numbers

20. 20 The City agreed on the vision for the future : Johannesburg as a World Class African City of the future � a vibrant, economically inclusive and multi-cultural African city; a city that provides real quality of life, a city that provides sustainable, eco-services for all its citizens, a resilient and adaptive society. Joburg My City � Our Future! This vision is framed around the 4 outcomes: Outcomes1: Improved quality of life and development driven resilience for all Outcome 2: Well-developed, sustainable, resilient and liveable urban infrastructure, that is supportive of the low-carbon economy Outcome 3: Inclusive, job-intensive, resilient and competitive economy Outcome 4: A leading metropolitan government that proactively contributes to and builds a sustainable, socially inclusive, locally integrated and globally competitive GCR Joburg 2040 Strategy

21. 21 GDS paradigm

22. 22 Communities were clear in many cases about what they need City to do in their wards (real solutions and practical solutions) Political commitment to community participation is essential Functioning and effective ward committees, NGO, stakeholders Representation of issues - wards are made up of diverse socio economic profiles -Establishment of sectoral engagements There is a need to allocate financial resources for public participation process We must not do so just as an exercise of mere compliance. We must do so as a matter of principle for we know that the masses of our people are creators of their own history Timing of the public consultation should be aligned to the City�s strategic planning cycle process to allow for ward issues to find expression in departmental plans and budgets Ensure that Ward plans serve as a basis for the community to mobilise resources, (internally and externally and of a non-financial e.g. volunteering, etc.)

23. 23 International experience to be considered moving forward People�s Planning in Karala decentralisation of powers to local governments with focus on local planning devolve 35% of the state development budget down from a centralized bureaucracy to local communities where local people could determine and implement their own development priorities under the People�s Plan Campaign PPC to facilitate greater direct participation by the citizens in governance. Participatory budgeting in Porto Alegre to overcome severe inequality in living standards amongst city residents. a series of neighborhood, regional, and citywide assemblies are convened, where residents and elected budget delegates identify spending priorities and vote on which priorities to implement

24. 24 Conclusion During the ANC 100 year centenary celebrations, President Jacob Zuma makes the following critical pronouncements: �We need renew our determination to build a South Africa founded on the principles of the Freedom Charter and our democratic Constitution; We have a joint responsibility to: build a responsive and caring organisation; communicate with our citizens and build a sense of confidence - through �our actions�; and give voice to the voiceless but most importantly we must respond when they speak bring new energy and new ideas into the kind of society we want to build by 2040 The most urgent task facing us is to speed up the building of a national democratic society and improving quality of life of our citizens

25. 25 Thank you