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DDM Update Lessons Learned & Lessons Shared Waterberg District

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DDM Update Lessons Learned & Lessons Shared Waterberg District 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
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