04.10.2015 seite 1 04.10.2015slide 1 led maturity assessments of eastern cape municipalities:...
TRANSCRIPT
21.04.23 Seite 121.04.23 Slide 1
LED Maturity Assessments of Eastern Cape Municipalities:Cacadu, Amathole, Chris Hani
Presentation to Presentation to SALGA EC Economic Development &
Development Planning Working Group
13 November 2009
John Lawson, Tim Hadingham
21.04.23 Seite 221.04.23 Slide 2
Purpose of LED Maturity Assessments
The “LED Maturity Assessment” provides a practical way to rapidly assess (in
3 hours) the state of maturity of a municipality or development
organisation in the field of LED.
21.04.23 Seite 321.04.23 Slide 3
The Scale: Stages in the Learning Curve0. Don’t know topic1. Aware of need to2. + Trying something3. + Now knows what to do and how4. + Now starting to do the right things5. Consistently performing
= Excellence, Best practice
The scale is specifically translated for each question, to assist the interviewer to recognise the specific evidence.
0/5
1/5
2/5
3/5
4/5
5/5
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LED Maturity
0.0
1.0
2.0
3.0
4.0
5.0
0.0 1.0 2.0 3.0 4.0 5.0
Ability to Execute
Insig
ht &
Str
ate
gy
....
Mpumalanga municipalities
Gauteng municipalities
Summary of Results: One dot per municipality
Excel
lence
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The graph indicates how well municipalities are doing (or not), but how do improve things
if you don’t know what root causes are?
Which factors are key to determining success?How are the municipalities doing in each of these?
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DImensions of Maturity
0
1
2
3
4
5Learning to do LED better
Shared vision and focus
Understanding the local economy
Strategic decision making
Municipal service delivery proficientPublic- and Private-sector champions
implement LED initiatives
Stakeholders participate and contributeto sound LED decisions
Facilitate LED
Governance of LED by business andpolitical leaders
Cluster Bottom 20% Top 20% Minimum Municipality X
Strengths & weaknesses in key performance areas
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About the instrument
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LED Maturity Assessment approach
The assessment method relies on information gathered by interviewing the chief LED
decision makers in a municipality. The belief is that LED success depends
ultimately on the way these leaders make decisions. Strategy and planning
documents inform these (subsequent) decisions.
• 2.5 – 3 hour group interview:– LED manager/director– IDP manager– Municipal manager– Head of portfolio committee for economic development– CEO of development agency
• Personalised and confidential reports for each municipality with recommendations
• 1 day cross-learning workshop/s – identify who you should emulate to improve
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Developmentof sustainedcapacity to execute LED
Institutional Development
Consider LED Capacity beyond individual skills
Competencies
Per
form
ance
/ C
ompe
titiv
enes
s
Human ResourceDevelopment
Individualroles
Teams / (e.g.LED unit)
Municipal LED system
Local / Regionmulti-stakeholderLED system
Individual skills,role dependant
Functionalunit skills
Municipal processIntegration skills
LED process integration across various organisations
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LED good practice framework
Know-how & Resources
Know-how & ResourcesO
rgan
isat
ion
of C
apac
ity
Org
anis
atio
n of
Cap
acity Activities / Functions
Activities / Functions
Improvement Initiatives
Improvement Initiatives
Social ImpactSocial Impact
EconomicEconomicPerformance
PerformanceKey Sectors
Key Sectors
& Markets& Markets
SystemicSystemic
Competitiveness
Competitiveness
Social ImpactSocial Impact
EconomicEconomicPerformance
PerformanceKey Sectors
Key Sectors
& Markets& Markets
SystemicSystemic
Competitiveness
Competitiveness
3 Stakeholders participate to make rapid and effective LED decisions
1 Govern LED
2 Facilitate LED
4 Stakeholders actively shape locational & competitive advantages (Execute LED initiatives)
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33 QuestionsWeight
1 Insight and Strategy 100%
1.1 Shared vision and focus 10%
Social context: Status and trends understood 5%
LED focus 5%
1.2 Understanding the local economy 60%
A good place for business 5%
Competitiveness of key sectors 10%
Key local markets 8%
Business environment 5%
Inter-firm effort to improve and cooperate 5%
Competitive location for key sectors / clusters 5%
Economic, political and regulatory framework conditions 2%
Development orientation of local society 5%
Good place to live 5%
Good place for the poor to access economic opportunity 5%
Good for the environment 5%
1.3 Strategic decision making 30%
Reliable planning process / methodology 10%
Smart selection of interventions 10%
Alignment to leverage support, power and resources 5%
Follow-through to implementation 5%
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2 Ability to Execute 100%
2.1 Municipal service delivery proficient 20% Utilisation of municipal resources 10% Municipal ability to execute 10%2.2 Public- and Private-sector champions implement LED initiatives 20% LED results to date 5% Process of LED initiative implementation 5% Organisation of capacity to implement LED initiatives 5% Leveraging more resources for LED implementation 5%2.3 Stakeholders participate and contribute to sound LED decisions 20% Results achieved from stakeholder participation to date 7% Processes of stakeholder contribution to LED decision making 7% Organisation of stakeholder contribution to LED decision making 6%2.4 Facilitate LED 20% LED facilitation process 8% Organisation of capacity to facilitate LED 7% What resources are available for LED facilitation 5%2.5 Governance of LED by business and political leaders 20% Results of LED governance 5% Process of LED Governance 5% Organisation of LED Governance Capacity 5% Learning to do LED better 5%
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The Assessment Tool• Embodies international good practice• Applicable to all LED approaches – outcomes based • Holistic and systemic approach• Explores full spectrum of cause and effect• Determine root causes, within or outside LED units• Includes strategic insight AND ability to execute• Includes cross-learning workshops to start improvement• Standardised scale assessment makes it robust• Quick and affordable enough to do annually, to inform the
next cycle of government planning
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What are some of the benefits?
The main benefits include:
• Creating an awareness of gaps in know-how and opportunities to learn,
• Creating an awareness of weaknesses in LED approaches that could otherwise take years to recognise (when LED repeatedly fails),
• Creating an awareness of relative strengths and weaknesses of LED functions at various municipalities,
• Identifying cases of good practice (in specific topics) to use as examples for others to learn from,
• Informing LED capacity development programmes, and
• Monitoring growth in LED maturity (over successive years).
