Durbans New Dawn City Development Plan for 2040

Durban’s New Dawn City Development Plan for 2040 Chapter 5 Bold and Inclusive Governance

Introduction • Governance = how decisions are made and resources allocated by public, private and civil society organisations • Changing the city’s current trajectory requires foresight, vision, courage and capabilities • Competent, committed and credible leadership • Commitment to citizen participation and empowerment • Spread values of solidarity & shared responsibility across society • People working together on a common agenda

Context • Durban - history of social division and instability • Doubts about integrity of public institutions, commitment of private sector and calibre of civic leadership • EM inward-looking, siloed & not strategic in deploying its resources • Poor track record of external collaboration • Fragmentation of business & civil society – spectators, separate worlds • National government offering cities a new relationship - unlock growth potential by investing in infrastructure, partnerships with private sector • IUDF and the CSP - metros lift their game, act longer-term and have purposeful growth and development strategies • New Urban Agenda and SDGs – transformative power of cities

Strategic programmes: 1. Visionary leadership committed to long term objectives • Sustain compelling goals, values and aspirations. Shared agenda for the whole city. Represent the interests of all citizens. Set a new tone for how government deals with citizens and firms. Communicate a clear sense of purpose & high ethical standards. Flexibility & adaptability. 1. Introduce an open and transparent procurement system within EM 2. Similar for large catalytic projects 3. Stronger decision systems for l-t sustainability – eg the IDP 4. Collaborative partnerships with external groups 5. Set up independent observatory with local universities 6. Introduce an accountability framework to ensure rule of law. 7. Invest in human and social development programmes within local communities to build the next generation of leaders

2. Partnering with business, civil society and other government stakeholders • More effective mechanisms for engaging other actors. Spreading knowledge, extending expertise, strengthening capabilities. Joint problem-solving and sharing responsibilities. 1. Annual ‘state of the city-region’ event + follow-up actions 2. A high level business forum + sub-groups 3. A high level forum for civil society and NGOs 4. Play active role in Premier’s Coordinating Forum 5. Strengthen and create inter-governmental forums 6. Practical partnerships – e. g. Durban Inner City Partnership; universities and business; technical and vocational training

3. Citizens Charter • Social contract with local citizens to strengthen trust by clarifying expectations and responsibilities. • Specifies minimum level or quality of service that people can expect – varies in different circumstances. • Customer relations management • More predictable service delivery. • Being more responsive and driving up standards. • Encouraging active citizenship.

4. Competence and capacity within EM • Capable municipality = efficient & effective at delivering core services, managing resources in a sustainable way & systems in place to minimise waste & sharp practice. Reputation for creativity & innovation. 1. Make appointments on basis of professionalism, technical expertise and/or managerial experience above all. Review current employment equity approach 2. Develop capabilities of existing staff. Technical & professional skills in short supply, and generic skill-sets of problem-solving, customer focus and teamworking. Special mentoring experienced & younger staff. Review the HRM system to increase professionalism among all staff. Organisation-wide climate survey every 2 -3 years. 3. Encourage innovation & experimentation via performance management system 4. Create centres of excellence within the administration 5. Framework to specify clearer roles and responsibilities for politicians & officials 6. More explicit criteria into the budgeting process to ensure value for money

5. Coordination within EM • Combine vertical and horizontal forms of coordination – strengthen transversal (cross-cutting) processes. 1. Define roles & responsibilities of different departments more clearly. 2. Better integrate the municipal budget with departmental plans 3. Revise the performance management system to recognise and reward coordinated actions and joint working 4. Set up an independent observatory to improve the evidence base for municipal decisions and evaluate the impact of policies & projects 5. Introduce additional decision-making tools and structures to facilitate more careful allocation of municipal resources

Siyabonga