DDM UPDATE
LESSONS LEARNED & LESSONS SHARED
WATERBERG DISTRICT MUNICIPALITY THANK YOU FOR THE OPPORTUNITY
WATERbERG dISTRICT ddM’S perspective
MEETING: SALGA’S REFLECTIONS ON THE DISTRICT DEVELOPMENT MODEL, A YEAR LATER DATE : 10 DECEMBER 2020 TIME : 09H00 VENUE : VIRTUAL PLATFORMS DISCUSSION POINTS Waterberg DDM Overview Structural Arrangements Challenges; COVID-19 Impact on Local Government (Municipalities) Partnerships & Collaborators Current and Upcoming Activities (Re-Imagine Waterberg and Economic Recovery Plans) Geographical Map-Locality
KPA 1. SPATIAL RATIONALE
4 DDM IMPLEMENTATION EXPERIENCE DDM IMPLEMENTATION EXPERIENCE The Pilots/Prototypes (THUMA-MINA)
Develop one plan that responds to the needs and aspirations of communities
within the Districts and Metros as impact zones. 7 BACKGROUND The principles of cooperative governance are pursued in Chapter 4 of the Constitution which (amongst others) calls on “all spheres and all organs of state” to “…secure the well-being of the people of the Republic; [and] provide effective, transparent, accountable and coherent government for the Republic as a whole; ….”
The Constitution also gives “developmental duties” to local government in section 153, with the overall requirement that local governments: “a. provide democratic and accountable government for local communities; b. ensure the provision of services to communities in a sustainable manner; c. promote social and economic development; d. promote a safe and healthy environment; and e. encourage the involvement of communities and community organisations in the matters of local government.”
All developmental initiatives should therefore be seen through the local lens.
8 CONSTITUTIONAL OBLIGATIONS
In strengthening Cooperative Governance, the Constitution further places an obligation on National and Provincial Government to work with Local Government:
Section 154 of the Constitution: “The national government and provincial government, by legislative and other measures, must support and strengthen the capacity of municipalities to manage their own affairs, to exercise their powers and to perform their functions.”
Local Government is the closet sphere to communities and represents all of government at local level. A functional and developmental LG is a necessary requirement for an effective Developmental State.
9 Intergovernmental Relations, IGR: Giving Effect to Principles of Cooperative Governance
The IGR Framework Act (IGRFA) sets out the general principles and objects of intergovernmental relations: the focus is primarily on the outcomes that the system must achieve: i. Coherent government ii. Effective provision of services iii. Monitoring implementation of policy and legislation; and iv. Realisation of national priorities. v. Sec 47 of IGR Act
10 STRUCTUAL ARRANGEMENTS DDM
ROAD TOWARDS THE DEVELOPMENT OF THE ONE PLAN Context • District Development Model & Command Councils - primary institutional mechanism for coordination of economic regeneration and social justice. • 2020-2025 Limpopo Development Plan - Base for district priorities and by implications the local priorities, using the DDM approach • National Development Plan – developmental agenda risk that South Africa’s could fail because the state is incapable of implementation. Lessons from the COVID-19 pandemic is the need to create agile and effective institutions that can respond swiftly • Integrated Urban Development Framework - strategic focus for the growth trajectory to be followed by both the national, provincial and local government sectors. It is therefore important that spatial planning and resource allocation across government spheres are biased towards the targeted nodal areas if the challenges of poverty, unemployment and inequality are to be addressed • COVID 19 - The pandemic revealed the socio-economic challenges faced by majority of South Africans; the poverty levels and poor access to basic services, especially water. Failure to effectively manage the recovery processes might result in social unrest2021/01/09and instability in communities 1 13 DDD- ONE PLAN (KHAWULEZA)
Demographic and District Profile
Governance Economic and Financial Positioning Management
The fundamental purpose One Plan of long-term planning is to envisage a desired future and clearly Illustrate how Integrated Spatial Services this future can become a Restructuring Provisioning reality.
Infrastructure Engineering
2021/01/09 1 14 APPROACH TOWARDS the ONE PLAN
Cohesive & Sustainable Communities National budgets and Provincial programmes spatially Governments referenced across 44 budgets and District + 8 Metro’s programmes spaces spatially referenced to District and ONE Metro’s spaces Plan
Needs and Aspirations International, Trade & of Communities Private Sector expressed in Agreements IDP’s municipalities in 44 + 8 spaces
2021/01/09 1 15 PRIMARY OUTCOMES & OBJECTIVES
Cohesive, Vibrant Taking & Safe Development to Communities the people IMMEDIATE IMPLEMENTATION TASKS
PHASE ONE (OR TAMBO, ETHEKWINI AND WATERBERG) ACTIVITIES: • Profiles of the three pilots developed;
• National and Provincial departments budgets and programmes spatially referenced to the three pilots sites;
• Analysis of the National and Provincial Department budgets/investments and projects/plans, including analysis of the IDP’s of the District and locals and Metro’s;
• Development of the One Plan that reflect a single joint up plans of all of government, including investments plans of SOE’s and Private Sector;
• Comprehensive Communication Strategy and Plans;
Deadline 06 and 30 September 2019
17 Key issues: DDM Resolutions (REWIND)
1. All departments across the three spheres must actively participate in municipal IDP planning processes and ensure that their plans are informed by district IDPs. 2. Municipal budgets must also be informed by IDPs 3. Establishment of a National Programme Coordination Unit and District Hubs by end March 2020 4. Treasury should ring-fence funding 5. Strengthen intergovernmental structures for better coordination of development efforts 6. Complete the profiling of the 49 municipalities and metros between December and January 2020 12 months since the DDM launch. Interrupted by COVID-19 (Source: Minister Dr Nkosazana Dlaminini-Zuma}.
19 THE Waterberg District Process Plan Milestones Time Frame Responsibility Progress to Date Submission of Waterberg District Profile to 16 September 2019 Dr. Marietjie Kruger Done province Draft Profile to the local Municipalities 18 September 2019 WDM Done
Provincial engagement on the Waterberg Profile 19 September 2019 OTP Done
Waterberg District MM's Forum meeting 20 September 2019 Waterberg DM Done
Provincial/ District workshop in Bela-Bela LM 26 September 2019 COGTA/OTP/COGHSTA Done (Aventura ) Waterberg District Political IGR Forum meeting 03 October 2019 Waterberg DM Done
Minister's meeting with the District/ Provincial 19 November 2019 COGTA Done leadership Development of the ONE PLAN for the District date to be confirmed for October COGTA/OTP Done workshop 2019 Waterberg Municipalities IDP REP Forum Date set 15/10/2019 WDM Done workshop
LAUNCH OF THE PILOT DISTRICT ONE PLAN 26 November 2019 All Done Post Launch _ UPDATE
Milestones Time lines Responsibility Comments
(Date Achieved) Skill Gap Analysis December 2019 WDM, CoGTA, MISA & CoGHSTA The District and LM’s analysis done
One Plan Concept Document. A 6 January 2020 WDM Integration with IGR and IDP document to give effect to the 1 processes, 2020. plan. (Re-Prioritasation in this current (The District wide 1 plan is still to year and for the outer years, 1 be developed) Plan-IDP district wide will be developed
Profile Gap Analysis 10 February 2020 COGTA & WDM Set up meetings with National. Provincial Department, LM’s & Stakeholders
Waterberg Foresight as part of January 2020 OTP, COGTA, WDM & CSIR The foresight exercise has been Limpopo Outlook done for “Re-imagining Limpopo” Post Launch UPDATE…..2 Milestones Time lines Responsibility Comments Presidential End Feb 2020 WDM & OTP Executive Mayor Co-ordinating Committee (Last PCC attended) then (EM-WDM) & (PCC) Report Covid-19=PCCC Premier of Limpopo’s Representative were in attendance
Establishment of District End of March 2020 COGTA (National) (DBSA) Hubs at Districts and hubs and project (Covid-19 delays) PMU at COGTA in the management unit Launched in September process of being fully 2020 operational
Stakeholder Engagements Continuous WDM Engagements taking place (Virtual and physical with; Govt. Depts. SOE’s, consultations and Business, NPO, Labour, participations even during etc. Covid-19 COVID-19 IMPACTS
AND
ASSOCIATED CHALLENGES Challenges
RDP Governance Service Delivery Administrative Financial & Political Inadequate services: water, Challenges Management Inappropriate political- housing, roads and refuse high vacancy rates exceeding poor audit outcomes, financial administrative-business collection… limited social 10% distress, failure to approve interface, poor oversight, programmes for substance (except in Mogalakwena), legislated measures, high levels of polarization and coalitions abuse & youth unem- limited engineers irregular, and wasteful government, inaction, ployment… no income & environment and conservation expenditure, and over-utilization & no consequence generating initiatives with 37% specialist of consultants… management of population reliant on social grants … …
7 months since the DDM launch. We intended to return earlier, but were interrupted by COVID-19.
24 COVID IMPACTS-CHALLENGE (DDM-RISK)
25 Waterberg DM Response to Covid-19
In consideration of the Disaster Management Act No. 57 of 2002 and the Amended Disaster Management Act, Act No.16 of 2015 and the regulations 11063 issue on the 25 March 2020 (which are referred to as COVID-19 Regulations) regarding the steps necessary to prevent an escalation of the disaster or contain and minimize the effect of the pandemic.
Waterberg district has headed the call and establish all required Structures as per the Disaster Management Act and Regulations for the COVID-19 Pandemic which are District Covid19 Command Council (DCCC)and the Technical Covid19 Command Council –the structures are established in line with the IGR Institutional arrangement within the district.
The two Councils are also duplicated at the local level and meeting on a weekly basis. MUNICIPAL REVENUE CHALLENGES PROPOSED INTERVENTIONS BY MUNICIPALITIES Defaulting rate payers as a result of income Temporary suspension of credit control and losses debt collection policies (i.e. not cutting off services due defaulting payments Increased registration of indigents Temporary suspension of interests on arrears by other municipalities Inadequate funding to deal with COVID19 Payment agreements with other rate payers to pay off their debts Increased illegal connections Increasing communication with ratepayers via website, sms’s and social media N.B. it should be noted that almost all municipalities within the district have strained cash flow and COVID19 worsened the current circumstances Economic Sector
The effect of COVID19 had a wide range impact on the three economic pillars of the district namely, mining, tourism and agriculture
A number of business and informal traders closed down increasing on the already high unemployment rate
During the relaxation of the regulations, most hawkers could not return to their normal business due to the permit system (most of them are not registered)
Tourism sector came to a standstill and contributing adversely to unemployment Challenges and the affected Economic Sector-Mining
Infrastructure development projects (roads) often fail to take off due to PPP partners’ inability to meet their commitments
Lack of technical skills by SMMEs in mining communities prevent mines to procure complex goods and services from communities
Excessive dependence on mining sector for economic participation and employment
Lack of water and rail infrastructure to support new mining developments and expansion Challenges and the affected Economic Sector-Agriculture
Weak infrastructure to support agriculture
Most of the land owners who benefitted from land restitution programme are not given the full support in order to ensure that the land is converted into a sustainable commercial enterprise Challenges and the affected Economic Sector-Tourism
Uncontrolled B&B operations/non graded establishments impacts on service standards Exploitation of employees – tourism is not regarded as high paying job Road networks are inadequate and some are not maintained Heavy vehicles on tourist roads compromises safety IMPACT OF COVID19 ON MUNICIPAL SERVICES Municipalities across the Waterberg District continue to roll out a range of interventions aimed at mitigating the impact of COVID19 in their communities
It is evident that due to proximity to communities, municipalities always play a central role in government`s response to combat this virus
Municipalities were further bestowed with the responsibility of providing additional services at their expense since the declaration of the national lockdown IMPACT OF COVID19 ON MUNICIPAL SERVICES
COVID19 pandemic had a devastating impact on the municipal economy, health services, safety and livelihoods of our communities
Despite this crisis, essential services such as water, electricity, sanitation, environmental health, fire services and solid waste were rendered by the five local municipalities including the district
The following slides reflect how some of the municipal functions were adversely impacted within the district: IMPACT ON OTHER MUNICIPAL SERVICES: CHALLENGES PROPOSED INTERVENTIONS BY MUNICIPALITIES
Repairs, maintenance and construction Utilization of term contractors for activities suspended or delayed maintenance
Inability to appoint staff/fill vacancies Municipalities to start advertising critical posts Expiry of Service Level Agreements with Extensions be granted on expired contracts service providers due to COVID 19
Closing of major public facilities such as All municipal traffic depts. Opened from 1 libraries, traffic depts., parks (open spaces) June 2020 and operating in line with and community halls COVID19 regulations and protocols N.B. most of the regular services were suspended and therefore still difficult to address the backlog DOMESTIC AND GENDER BASED VIOLENCE Domestic and Gender Based Violence statistic within the district became very high after the declaration of the national lockdown
Hotspots in terms of GDV are Mogalakwena, Bela-Bela and Modimolle Mookgophong
SAPS is working closely with the Department of Social Development in terms of apprehending the culprits and assisting the victims through Psychological-Social services
The most common cases is rape and sexual assault
Victims are provided with shelter as and when needed
Domestic and gender violence Statistics are reported weekly to the Command Council FOOD SECURITY
The District Food Bank was established in June at Lephalale Local Municipality
Business sectors including mining houses deposited food parcels into the food bank
More than 5 000 households benefited from the distributed food parcels
It should be noted that the demand for food parcels is still prevalent
The Command Council continue to engage other sponsors for donations DISTRICT COMMAND COUNCIL RESPONSE The DCCC has headed the call to save lives and livelihoods. The District economic recovery plan is been finalised which will talk to affected sectors.
Gender Based Violence need to be uprooted in our society by involving all societal structure like the NGO, Faith based Organisations and the society at large.
Municipalities to focus on provision of sustainable services through efficient technologies
Municipalities to educate communities on social distancing, hygiene and safety measures
Consider long term financial implications in planning and budgeting ECONOMIC RECOVERY
&
RE-IMAGINING WATERBERG RE-IMAGINING WATERBERG – IMPACT ZONE Long-term planning Lessons from China
Endowment • Masses yearn for economic development - Structure What does the district have? massify & optimise industrial structure • marshal all society & structure partnerships • Link communities especially youth and What can the Comparative district potentially women to the skills revolution Advantage do well? • Link the economic activity to domestic, regional (AcFTA) and global markets
Optimal Industrial Structure
How can government play a facilitating role in promoting industrial upgrading and structural transformation?
40 Waterberg reimagined
Lepalale Lephalale - Secondary city - Energy generation + renewables Mogalakwena - Wild life To Botswana - Mining - ICT hub & tertia
Mogalakwena - Mining Thabazimbi - Goat Farming - Tourism - Mining - Farming (Veg Modimolle M Thabazimbi Modimolle-M and Meat) Bela-Bela - Trade Bela Bela - Agro-processing - Farming (Goats & veg)
Bela Bela - Tourism - Farming (Veg) To Bojanala To Gauteng
41 DDM PARTNERS
&
COLLABORATORS Partnerships and Collaborations
Social Compact: Active DDM partners DBSA-Hub and the PMU (WDM & Limpopo Province) Public Private Partnerships; PPGI-Business skills transfer, investor matching, economic recovery, organised business. Agri SA, Tourism and Mining sectors NBI/TAMDEV; Skills, Mining houses e.g. Exxaro and Anglo-American MISA Civil Society; SAWIF, Youth, Harambee, etc. Science council; CSIR, Council for Geoscience Research Institute; UNISA, UL, TUT International bodies: UN Agencies- New partner, Embassies: UK, Chile & the Netherlands PROPOSED DDM STRUCTURES – KHAWULEZA MODEL
The District command council has demonstrated a good platform for IGR and the ethos of the District Development Model.
COVID- 19 has highlighted the (in) capacity of our municipalities to deliver on their mandate to improve the lives of the people.
Post- COVID 19 the District will do a reflection to deal with issues of mining towns, Prospecting Mining , Biodiversity balance, Tourism and Agriculture. In conclusion: Take home message
• Presidential moved from “Thumamina” to “Khauleza”, (Bra Huge inspirations) • The model does not take away any sphere’s of government powers or function, it is government as it’s supposed to be, working integrately. • The economy of Waterberg is dominated by mining and that has been the key driver for WDM as one of the 3 pilots out of 44 Districts in SA and 8 metros, total 52 spaces (impact zones). • Implementation of the 1 Plan started at supersonic speed. • Waterberg has draft 12? of the profile which serves as the key report • The presidential launch took place, 26 November 2019. • Post launch activities towards the 1 Plan, 1 Budget, and 1 District and the Economic Recovery as part of “Re-imagining Waterberg” Constitution states…
Local government must seek to help people generate economic wealth in their chosen communities RDP
7 months since the DDM launch. We intended to return earlier, but were interrupted by COVID-19.
46 “Unless we work smarter, all our plans to accelerate service delivery will amount to naught”
President Cyril Ramaphosa
I THANK YOU!!