CHAPTER SEVEN
4. Limit political interference in the business of running the city. In order to limit political interference the local authority should
5.4 Develop a corporate understanding of an economic prineiple that the level of municipal service delivery will depend an the level of economic activity �d
related productivity of an area - related to which is the ccncept of the delivery of affordable municipal services.
5 .5 Ensure that any irresponsible behaviour by conswners and leaders should not be rewarded in any way. The democratic principle of rights with J"e"POOsibilities must have wiiversal application. A Nm:al Wrtness editorial (2/6/99: 8), Jobs for pals, stipulates that:
"Corruption of any kind in the TLC is indefensible and makes a mockery of the party-political platforms on which every candidate for council stood in 1996, all passionately espousing transporency and accountability."
Media reports do not invoke any confidence in the system (Morgan 1999a;
1999b; 1999c).
6. Institute a monitoring system. Ensure that the local authority behaviour, including that of its officials and leaders, is not at variance with its strategic goals. The research has noted reports which would suggest that the loc.al authority and its leadership are at variance to the agreed upon strategic goals (Vanderhaeghen 1999a; 1999b), An ombudsman as a neutral independent could evaluate progress and investigate any reported transgressions of the code of conduct. Hampton's initiative is to have� annual survey where the perfonnance of the local authority is assessed by citizens. Furthermore that city's mission statement is advertised as often as possible via messages on cotmcil bills, according to Hampton city manager, George Wallace (1999). The Inner West City Cotmcil positively reinforces their core message of Masakhane via a monthly news bulletin (Nena 1999). Bath Hampton's and Pinetown's success have been attributed to the fact that stakeholders have bought .into the process and agreed upon a developmmt path established to develop each ofthose cities (Nene 1999; Wallace 1999).
7. Review communication strategies. Develop communication strategies founded on a nation-building ethos. Such communicaticn strategies require policy guidelines, institution.al arrangements and the development of infrastructural resources. Any communication strategies will have to take cegnisance of the realities of the composition of South African urban society as noted by this research (Figure 19 and Table 18).
8. Marketing the city. Investors wish to invest in secure and stable environments.
Consequently a nation-building ethos provides an opportunity to adopt a holistic approach to marketing the city. The Inner West's slogan "a better place to liW! and work" (Inner West City Council l998a:l) is an example.
9. Development of community structures. Develop appropriate C¢l1lIDlll1ity structures and infrastructure within smaller geographic units as a coroponent of comprehensive development planning.
9.1 Institute development fora. Divide the area of local authority jurisdiction into smaller development areas in partnership with community-based development fora. Nene's (1997) Building an understanding en oomm.unity-baseddevelopmeut fora provides information of why and how this should be done. The Pietermaritzburg-Msunduzi TLC is apparently engaged in discussions with the Inner West City Council on the subject. Recent research in South Africa has found that a Masakhane ethos is more probably developed with.in smaller communities than in large township or informal settlements (Jolmson 1999).
These research results tend to support the underlying reasons responsible for Pinetown's suc.cess.
9 .2 Develop community service centres. The c.ouncil would be enlightened by discussions with Inner West as well as a study of the Masakhane annual award submission 1998 (hmer West City Council 1998). Inner West have shared its expertise with over fifty local government bodies (Nene 1999). Incorporate opinion leaders and change agents to assist in the implementation of strategic goals as a facet of whole-<:ity development. Recent research on the reasons for non-payment for municipal services conducted by Johnson (1999) has identified the positive contribution that c.ommunity leaders, elected councillors and
municipal officials have made in the reconstruction and development of townships in Soufu Africa. This research supports the role which can be played by opinion leaders and change agents in the diffusion of innovations as described by Rogers and Shoemaker (1971).
10. Municipal service proVision and visible delivery. Unrealistic expectations create dissatisfaction and tensions within the local authority system. The concept of affordable municipal service-deliwry and concomitant levels of suitable service provision must be understood by all concerned. as provided by the Department of Constitutional Development (1999b). Failure to understand the above will put the sustainable development of the local authority and economy at risk of under or non 4fulfilment. The principles of developmem. fora and a community service centre provi& an opportunity for community participatiro, :interaction and education and training in the municipal service delivery process. particularly as it relates to the development of newly iocorporated areas.
11. Equitable systems of cross-subsidisation. A local authority will have to implement an equitable system of credit control as an aspect of its business-oriented approach.
According to cummt perception research any policy of cross-subsidisation must of necessity be implemented in a responsible and transparent manner (Human Science Research Council 1997; Ubuntu Development Consultants 1998). Basic needs should be an underlying principle of any cross-subsidisation policy. There exists a danger in South African cities to equate poverty with particular past group areas. The provision of cross
subsidisation should be determined on a needs basis, an important behavioural principle.
According to Zziwa (1998), local governments will therefore need to develop databases of socio-economic statistics for their areas of jurisdiction. Furthermore innovative municipal service pricing structures, of for example, water and electricity, may be employed. According
to
Kennedy (1999), such systems would enable a local authority to employ a more equitable system of cross-subsidisation, regardless of the ethnicity or geographic location of the recipient. However owing to continued non-payment and abuse of resources, the TLC has bad to institute measures designed to deal with non-payment, as was advertised via the media Pietennaritzburg-Msunduzi. Transitional Loe.al Council:Notice: TLC to get tough on tampering and non-payment (Natal Witness 6/9/99).
Developmmt fora and community service centres provide infrastructural resources and
educatioo centres which could help a local authority achieve an equitable, affordable servic.e delivery system. and understanding thereof. ooe which is sustainable.
12. An education and training module on the supply of and payment for muntcipal services.
The general ignorance citiz.ens have about the supply ofmmticipal services was nMaled by both adult and school-based perception studies. This research has identified the need for the development of a module which includes concepts and principles on how the city works. The module should include at least the following: the raison d'etre of a city; the morphogenesis of a dty; resources needed for city development; sustainable use of resources; a local economy and sustainable development, and the civic duties and respoosibilities of a local authority and those of oommunities. Emphasjs must be placed on the individual's and rommunities' role in city development. Added to which, according to Hampton's City manager George Wallace (1999), should be the inclusion of the concept of upward social mobility (Wallace 1999). Citiuns need to understand that with opportunities, and the appropriate use of those opportunities, co.me an improvement in a quality of life. This would help engender an understanding of the coo.cept of affoxdability.
This research has further identified the need for the institution of an education forum as a matter of urgency. The forum should advise national education about the need for the inclusion of a module in the education curriculwn which includes concqrts and principles on haw the city works, as me.ntioned above. In the interim the locaJ authoritymay initiate education at a local level as has been advised by a TLC Masakhane report (Pietermaritzburg-Msunduzi Transitio� Local Council 1999b). This structure is necessary in order that the problem of education citizens of the future on their civic duties may be addressed.