Seite 1 Seite 1 Capacity and Competence to Implement LED: Some Food for Thought Gabriele Trah KZN ANNUAL LED CONFERENCE 17 March 2009

Seite 2 Seite 2 The Challenge A number of assessments of local governments’ ability to perform LED have shown:  Serious constraints with regard to the competence and capacity to implement LED at local government level  And this inspite of numerous trainings, conferences, seminars, study tours etc. that are being on offer, in particular for LED officials and councilors in local government

Seite 3 Seite 3 What do we mean by capacity building?  Capacity building often refers to assistance which is provided to entities, which have a need to develop a certain skill or competence, or for general upgrading of performance ability.  German Development Co-operation understand capacity development as having 4 dimensions: 1.Human resource development 2.Organisation development 3.Cooperation and network development 4.System/institutional development

Seite 4 Seite 4 Hypothesis 1: conceptual clarity re LED still missing There is a lack of clarity in SA what LED is about Tensions between the focus on poverty alleviation within poor communities vs. engagement with global economic forces by enhancing competitive advantages Lead to uncertainty and confusion what LED is, with manylocal officials and councillors thinking LED is only about poverty relief and community-based projects, many unsustainable This also leads to LED often not being given the political weight and attention it deserves as one of the key priorities of local government, LED is frequently sidelined

Seite 5 Seite 5 Hypothesis 2: Capacity building in LED not systematic enough The assistance in capacity building is usually in the form of short courses, scattered, unsystematic, not holistic Examples:  The curricula for LED capacity building at NQF 4, 5 and 6 level are existing, but no implementation structure is available  Some universities offer LED course modules at NQF 6 and 7 level, but only upon demand by a funder and not on a regular basis  No mentorship programmes of note Trainees find it difficult to place the learning into a coherent context and apply it in their daily work. In addition, different perceptions of what LED is about leads to conflicting mandates given to local LED officials

Seite 6 Seite 6 Hypothesis 3: weak organisational development There is frequently a lack of internal structures and processes within local government to implement LED. Lessons learned individually are not applied in the organisation There are also not enough effective support arrangements. Where do the officials and councillors tasked with LED turn to for guidance?

Seite 7 Seite 7 Hypothesis 4: weak cooperation arrangements and networks Confusion concerning roles prevail. Cooperation potentials remain unutilised. Lack of trust between private and public sector. LED often seen as the sole mandate of local government alone Valuable capacity and resources in the form of private sector engagement are not utilised to the fullest

Seite 8 Seite 8 Some Suggestions 1.Renewed debate on what LED is about to provide a consensus what the focus of LED should be, a joint view and strategic intent 2.Existing policy has to be translated into widely disseminated strategic guidance and guidelines for local officials 3.Guidance required with regard to local government structures and processes (the institutional mechanisms) to implement LED 4.Human resources need to be strengthened via a more coherent offer of further education in LED, with curricula that build on each other, including mentorship programmes 5.National or provincial support mechanisms need to be put into place 6.The principle of partnership between public and private sector in LED needs to be actively promoted and supported.