At this point, the team will finalise the CDS document, with all key elements and message described in previous steps.
Communication of ongoing activities has been a key element of the CDS since the beginning, and will have to continue into implementation. The city may want to consider institutional options for the taking the marketing and communications of the CDS forward. One option is to hire expertise to take care of this. Another option is to set up of a body internally that takes over the marketing and communications of the CDS to a wider audience. Communication is also about means of feedback and listening to ideas. This can link also to monitoring and evaluation.
The organisation taking this over will have to further develop the marketing – communication campaign to systematically promote the strategy locally and nationally. This body should continue to develop materials and events to discuss with a variety of stakeholders. This is to ensure that the CDS does not end up on a shelf, and that momentum is maintained. Communication will create interest, also from the private sector to invest.
If managed internally, the city may want to consider hiring a coordinator to ‘market’ the strategy and to proactively manage the implementation of the strategy. This professional’s tasks might include for instance:
Public relations and lobbying: This comprises going outside of the municipality to communicate with a wider audience on the progress of strategy implementation, communicating with different parties on the value of getting involved or investing in projects. This will also require continued communication with the national government, financing organisations and donors, as well as networking with other municipalities to compare experiences.
This professional should also scan for funding opportunities, and engage the city and the departments to look for different sources of finance. This might also imply the need to engage in writing proposals to gain access to international funding.
Output of this sub-phase: CDS promotional material, including the final CDS document, marketing campaign.
The table below provides an example of the contents of a typical CDS document:
|Table of Contents||Contents of the chapters|
|Preface and note from the mayor||Introduction to the process by the mayor and key messages on the importance of the CDS|
|Executive summary||The need for long term and strategic planning, short summary of the CDS process and outcomes|
|The purpose of the strategy||Description of the role of strategy in the development of the city|
|Introduction and background to the CDS||Need for long term and strategic planning, justification and benefits of the CDS, nature of the process|
|The CDS process (steps, key stakeholders)||Steps that were taken to develop the CDS, the key stakeholders and partners involved|
|The situation analysis: key issues||The situation analysis in summary, covering all the central themes chosen by the city. A conclusion on the issues defined and prioritized (note: full analysis is in the annexes)|
|The SWOT analysis||The results of the SWOT|
|The vision and strategic objectives||Description of the city’s vision in detail, and the strategic objectives set|
|Key elements of the strategy||A description of the key elements of the strategy: the programmes chosen.|
|Cross cutting issues||Description of how horizontal issues are considered across all elements of the strategy.
These will include:
1) Focus on reduction of poverty and unemployment levels;
2) Ensuring future employment for youth;
3)Preventing gender and other inequalities;
4) Ensuring marginalized communities and individuals with special needs are included and have access to services;
5) Ensuring resilience in face of risks from climate change and other risk areas.
|Priority projects||The project prioritized during the consultation process, described in some detail and located on the plan.|
|Organisational change||Key aspects of the changes taking place in the government to manage the CDS|
|Implementation of the strategy||CDS implementation approach: key principles guiding implementation
Action interventions: priority activities in the first 5 years
Implementation mechanisms: governance of implementation
CDS monitoring and evaluation: focus of the monitoring and evaluation, responsibilities
|Financial plan||Overview of the budget and sources of funding|
|Annexes||Annexes could include: the situation analysis in full, copies of surveys or questionnaires used, and examples of other CDS processes that were considered as examples.|
 VNG International, 2010. Municipal development strategy process : a toolkit for practitioners, pg. 48. [Accessed 29 August 2016].