Jodi Allemeier - Western Cape Economic Development Partnership - 'let us walk the tight rope bet

EDP – Partnering solutions for doing development differently

• Issues experienced by urban poor are often part of a larger structural problem

• Cocmmunities and private sectors are seen through two extremes

• Paradoxing and polarising narratives

• Edp works to unpack these narratives

• Government is not ready to respond to the needs of the people. Usually due to the complexity of government, multiple mandates and lack of coordination

• Government terminology means different things to different members

CAPE TOWN

• Sprawled urban context

• Low density culture

• Who is the community in a co design community? Depemdent on scale. Metro scale not normally a community organisation but a particular income group.

• In community engagement how do you approach unorganised interest groups such as income groups

What is housing?

• Access to ameneties

• Cost of living

• Economic access

• Community identity

• Social safety nets

• Historical justice and dignity

• Shelter

Rational for doing development differently

Operating context

• Large complicated organisations

• Blended mandates

• Multiple constraints and blockages

• Unblended internal and external agency

Complexity of issues and spaces

• Public value creation leadership challenges and coordinaton failures

• Fiscal, social and economic sustainability risks

• We as develppment practicioners need to understand these complex organisations and relationships to translate with and for different stakeholders

Walk the tight rope between conformity and rebellion

Using incremenral means and leading every day

Small wins tomobilize change in legitimate and powerful ways

PROBLEM 1: Problem driven project paradigms

• Which parts of he al system require improved performace

• What are the historic and dominant narratives

• What are the dominant professional/solution paradigms

• Internal and extermal needs, drivers

• Gain lose the most and are they organised

Matt Andrews – doing development differently

Principle 2 : design functional and legitimate processes

• Community provide deep technical expertise

• Does not seem legitimate to the change makers as does not fit within formal processes

Structure partnerships around implementation ingredients

Capital – codes – competencies

Collaborate governance

Twyfords model

Practice of partnering

Transversal partnering

Recap

Focus on issues, not solutions or the mandates

Build legitimacy and functionality

Pool knowhowto support 1 and 2

Centre for international development – Harvard

Development and state à Advocate and developer

We don’t have spaces to engage between groups and stakeholders in order to develop viable solution

Technology to manage these discussions like games etc – Play the city?

Developing mechanisms with supported policy – implicit? Can we test it?

Formal and informal ways of neighbourhood partnerships

Advocacy of formal istitutions depends on the citys support, and other groups being organised. Property owners hold power due to the organisation. Discussion must balance power dynamics.