CHAPTER 4: RESULTS
4.7 IMPROVING LED IMPLEMENTATION
4.7.1 Measures to improve LED implementation in the municipality
In Table 4, the measures that can be taken in order to improve the implementation of LED in the municipality are detailed. These are based on the participants’
perceptions, drawing from their experiences in LED. The themes that were noted from the responses were then grouped into six categories, namely realistic planning, good project selection, prioritising LED stimulating projects, collaboration and stakeholder engagement, political championing and adequate resource allocation for LED.
Table 3: Measures to improve LED implementation in the municipality CATEGORY DESCRIPTION
Realistic planning
The municipality tends to be over ambitious in setting goals which far exceed the available resources and capacity (Participant 5).
Keep abreast of knowledge and new developments in the LED field in order to remain relevant, factual and aligned with local and international trends when planning (Participant 11).
Plan for all phases of the project and also conduct monitoring and impact assessment (Participant 11).
Good project selection
Project selection should be done according to good evaluation and selection criteria. Projects should deliver economic and social value (Participant 5).
There must be comprehensive planning in consultation with the local community, business and government (Participant 9).
Prioritising There should be a focus on initiatives that stimulate economic
66 economy
stimulating projects
activity, not just responding to social infrastructure (Participant 5).
There should be clarity on the mandate, roles and responsibilities of the LED unit. LED must not be by-passed by other social matters. LED must be elevated (Participants 6 and 8).
Develop a clear investment strategy with incentives for private business (Participant 9)
The LED principles must be institutionalised and cut across the municipality’s activities. An early warning system must be put in place to ensure alignment to LED (Participant 4).
Collaboration and stakeholder engagement
The municipality should encourage multi-stakeholder partnerships in order to pool resources and attract investment (Participants 1, 8, 10 and 11).
There must be better coordination within the various inter- governmental sections. The silo mentality must be overcome (Participants 3 and 10).
The municipality must not get left behind and sidelined by the private sector. The municipality should be an integral participant (Participants 7 and 8).
Be responsive to issues raised by the private sector (Participant 11).
Political championing
Political champions must support the LED initiatives and avoid meddling or bulldozing (Participant 2).
There should be good governance and good leadership based on sound knowledge (Participant 9).
Adequate resource
allocation for LED
Adequate resources such as equipment, human resources and finances should be allocated to enable the effective implementation of LED initiatives (Participant 3).
Source: Constructed by the researcher
67 4.7.2 Required government support for municipality LED
Figure 6: Support from government spheres to drive LED
Source: Constructed by the researcher
The factors listed in figure 6 were shared by the participants when listing the type of support that government spheres can give to municipalities for driving LED. It was noted that each of the stated factors are equally important and have a cyclical effect on each other, yet the municipality needs to be assisted to enhance its planning and delivery capacity. It was noted that the municipality is utilising the services of consultants, which adds a financial burden and time delays to projects. In line with this comment, it was stated that the municipality needs to develop skills transfers and expertise. COGTA must also play an active role to bring all the LED initiatives, as well as the relevant stakeholders, together. A strong view was expressed that:
COGTA does not play any role in Mbombela, it does not assist at all, it is invisible, it does not even attend any sessions convened by the municipality, all it does is place reporting demands on the Municipality. (P3)
Capacity building and skills stransfer
Financial resources
Coordination and facilitation
Inter-governmental engagement Political
leadership Intergrated
reporting
Fast track internal processes
68 Financial resources are a key requirement for the municipality, which must be supported by the national and provincial governments. Political influence must also be used to remove stumbling blocks and give leadership that prioritises LED.
According to some participants, government spheres should fast track internal processes and streamline operations to avoid tedious and lengthy procedures that tend to delay implementation. One participant commented that it is not just about government spheres providing support however, noting that it is equally important that the municipality should accept the available support.
Support is offered but not taken or used well because things do not get implemented and there is no improvement. (P1)
4.7.3 Required stakeholder support to enhance municipality LED
The most cited form of support required by the municipality from stakeholders is funding and investment, while input from stakeholders during the consultation process is important for better planning and integrated development. A business- oriented culture and work ethic must be adopted and instilled in the municipality operations, and business intelligence and advice can also improve the LED functionality in the municipality. Finally, there should be joint implementation as well as shared proceeds and acknowledgement for mutual projects.