In this step, using the results of the municipal institutional assessment as input (sub-phase 1.2), the CDS team will clarify the responsibilities of the government staff that will be working on the development of the strategy. The CDS team will plan and detail ways of working during the CDS development process, as well as the operation rules that will govern the process. This plan will look at ways to maximise the use of resources, reducing duplication as much as possible.
As mentioned before, the team may choose to set up a number of temporary bodies (thematic working groups, inter-departmental working group, etc.). This step may have to take place a number of times over the CDS process.
The Case of Jinja, Uganda and institutional structures
The Jinja Municipal Development Forum (MDF) has been in operation since 2010. It was set up initially for the preparation of the CDS, and has continued on as a body involved in implementation and that engages different groups in the city. The Forums have representatives of the urban poor, religious groups, civil society, youth, elderly, persons with disabilities, municipal council, cultural institutions, the business community and media.
In general, MDFs provide a platform to promote stakeholders participation and foster public dialogue; act as a bridge between the municipality and her urban citizens; provide a platform for the urban poor and other marginalized people to be empowered to have a say on urban development issues, programs and projects, etc. MDFs in Uganda are now formalised in law.
The Jinja MDF is headed by an Executive Committee who are elected representatives from the various groups or sectors mentioned above, including select staff from the Municipal Council (the Community Development Officer). The reason for having a representative from the Municipal Council is to provide the access and link to the Council, and to avoid bureaucracy. In addition, to address the issue of sustainability, the Jinja MDF has a budget line to fund its activities within the Municipal Council. The Executive Committee holds office for a 2-year term and is headed by a Chairman or President. The MDF secretariat is housed within the Jinja Municipal Council. Recommendations made by the Executive Committee are tabled at the Technical Planning Committee of the Council for adoption.
Source: Field interviews: the Case of Jinja, Uganda (2016)
The team identify and gain commitment for the government budgets and other potential sources of funds that will be allocated to 12 months of the CDS preparation process.
Using the information from the municipal institutional assessment on the domestic planning system in place, the team will ensure in the work plan that the planning of the CDS process is sensitive to and “in sync” with existing statutory planning and development systems. They will have to consider, for instance, when master plans have been or should be made, as well as the timing of consultative and approval processes. The plans will also have to be prepared to be able to locate priority projects and to feed capital investment plans.
The work carried out in sub-phase 1.1 step 6 should be reviewed and updated on the basis of the work on development of the planning process. This will help to support the work on the external participatory processes.
Finally, the team will finalise the work plan and operational rules governing ways of working. They will submit the final output, including CDS timeframes, activity calendars, CDS budget and person-power planning to the Council for approval. This step will finalise the agreement and commitment to go forward and will make explicit the investment the local government is making.
A useful tool for this step is the Mind mapping tool.
Output of this sub-phase: Work plan, operational rules, budget for the CDS development period.