DDM UPDATE
LESSONS LEARNED & LESSONS SHARED
WATERBERG DISTRICT MUNICIPALITY
MEETING: SALGA’S REFLECTIONS ON THE DISTRICT DEVELOPMENT MODEL, A YEAR LATER
DATE : 10 DECEMBER 2020
TIME : 09H00
VENUE : VIRTUAL PLATFORMS
THANK YOU FOR THE OPPORTUNITY
WATERbERG dISTRICT ddM’S perspective
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)
4
KPA 1. SPATIAL RATIONALE
Geographical Map-Locality
DDM IMPLEMENTATION EXPERIENCE
DDM IMPLEMENTATION EXPERIENCE
The Pilots/Prototypes (THUMA-MINA)
7
Develop one plan that responds to the needs and aspirations of communities
within the Districts and Metros as impact zones.
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 Constitutionfurther places an obligation on National and ProvincialGovernment 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 andrepresents all of government at local level. A functional anddevelopmental LG is a necessary requirement for an effectiveDevelopmental State.
9
10
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
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
unrest and instability in communities2021/01/09 1 13
14
One Plan
Demographic
and District
Profile
Governance
and Financial
Management
Integrated
Services
Provisioning
Infrastructure
Engineering
Spatial
Restructuring
Economic
Positioning
DDD- ONE PLAN (KHAWULEZA)
The fundamental purpose
of long-term planning is to
envisage a desired future
and clearly Illustrate how
this future can become a
reality.
2021/01/09 1
APPROACH TOWARDS the ONE PLAN
National budgets and programmes spatially referenced across 44 District + 8 Metro’s spaces
Needs and Aspirations of Communities expressed in
IDP’s municipalities in
44 + 8 spaces
International, Trade & Private Sector
Agreements
Provincial Governments budgets and
programmes spatially referenced
to District and Metro’s spaces
15
ONE Plan
Cohesive
& Sustainable
Communities
2021/01/09 1
Taking
Development to
the people
Cohesive, Vibrant
& Safe
Communities
PRIMARY OUTCOMES & OBJECTIVES
IMMEDIATE IMPLEMENTATION TASKS
17
PHASE ONE (OR TAMBO, ETHEKWINI AND WATERBERG)
ACTIVITIES:
• Profiles of the three pilots developed;
• National and Provincial departments budgets and programmes spatiallyreferenced to the three pilots sites;
• Analysis of the National and Provincial Department budgets/investments andprojects/plans, including analysis of the IDP’s of the District and locals andMetro’s;
• Development of the One Plan that reflect a single joint up plans of all ofgovernment, including investments plans of SOE’s and Private Sector;
• Comprehensive Communication Strategy and Plans;
Deadline 06 and 30 September 2019
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 PlanMilestones Time Frame Responsibility Progress to Date
Submission of Waterberg District Profile to
province
16 September 2019 Dr. Marietjie Kruger Done
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
(Aventura )
26 September 2019 COGTA/OTP/COGHSTA Done
Waterberg District Political IGR Forum meeting 03 October 2019 Waterberg DM Done
Minister's meeting with the District/ Provincial
leadership
19 November 2019 COGTA Done
Development of the ONE PLAN for the District
workshop
date to be confirmed for October
2019
COGTA/OTP Done
Waterberg Municipalities IDP REP Forum
workshop
Date set 15/10/2019 WDM Done
LAUNCH OF THE PILOT DISTRICT ONE PLAN 26 November 2019 All Done
Post Launch _ UPDATEMilestones Time lines
(Date Achieved)
Responsibility Comments
Skill Gap Analysis December 2019 WDM, CoGTA, MISA & CoGHSTA The District and LM’s analysis done
One Plan Concept Document. A document to give effect to the 1 plan.(The District wide 1 plan is still to be developed)
6 January 2020 WDM Integration with IGR and IDP processes, 2020. (Re-Prioritasation in this current year and for the outer years, 1 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 Limpopo Outlook
January 2020 OTP, COGTA, WDM & CSIR The foresight exercise has been done for “Re-imagining Limpopo”
Post Launch UPDATE…..2Milestones Time lines Responsibility Comments
Presidential Co-ordinating Committee (PCC) Report
End Feb 2020(Last PCC attended) then Covid-19=PCCC
WDM & OTP Executive Mayor (EM-WDM) &Premier of Limpopo’s Representative were in attendance
Establishment of District hubs and projectmanagement unit
End of March 2020(Covid-19 delays) Launched in September 2020
COGTA (National) (DBSA) Hubs at Districts and PMU at COGTA in the process of being fully operational
Stakeholder Engagements Continuous(Virtual and physical consultations and participations even during Covid-19
WDM Engagements taking placewith; Govt. Depts. SOE’s,Business, NPO, Labour,etc.
COVID-19 IMPACTS
AND
ASSOCIATED CHALLENGES
7 months since the DDM launch. We intended to return earlier, but were interrupted by COVID-19.
Challenges
RDP
Governance & Political
Inappropriate political-administrative-business
interface, poor oversight, polarization and coalitions
government, inaction, & no consequence
management
…
Service Delivery Inadequate services: water,
housing, roads and refuse collection… limited social
programmes for substance abuse & youth unem-ployment… no income
generating initiatives with 37% of population reliant on social
grants …
AdministrativeChallenges
high vacancy rates exceeding 10%
(except in Mogalakwena), limited engineers
& environment and conservation specialist
Financial Management
poor audit outcomes, financial distress, failure to approve
legislated measures, high levels of irregular, and wasteful
expenditure, and over-utilization of consultants…
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
losses
Temporary suspension of credit control and
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
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-Mining
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-Agriculture
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
Challenges and the affected Economic Sector-Tourism
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
activities suspended or delayed
Utilization of term contractors for
maintenance
Inability to appoint staff/fill vacancies Municipalities to start advertising critical
posts
Expiry of Service Level Agreements with
service providers
Extensions be granted on expired contracts
due to COVID 19
Closing of major public facilities such as
libraries, traffic depts., parks (open spaces)
and community halls
All municipal traffic depts. Opened from 1
June 2020 and operating in line with
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 Structure
Comparative Advantage
Optimal Industrial Structure
What does the
district have?
What can the district potentially do well?
How can government play a facilitating role in promoting industrial upgrading and structural
transformation?
• Masses yearn for economic development -
massify & optimise industrial structure
• marshal all society
& structure partnerships
• Link communities especially youth and
women to the skills revolution
• Link the economic activity to domestic,
regional (AcFTA) and global markets
40
Waterberg reimagined
Lephalale
Thabazimbi
To Bojanala
Modimolle-M
Bela Bela
Mogalakwena
41
To Botswana
To Gauteng
Mogalakwena
- Mining
- Goat Farming
Modimolle M
- Trade
- Agro-processing
- Farming (Goats & veg)
Bela Bela
- Tourism
- Farming (Veg)
Thabazimbi
- Tourism
- Mining
- Farming (Veg
and Meat)
Lepalale
- Secondary city
- Energy generation + renewables
- Wild life
- Mining
- ICT hub & tertia
Bela-Bela
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”
7 months since the DDM launch. We intended to return earlier, but were interrupted by COVID-19.
Constitution states…
Local government must seek to help people
generate economic wealth in their chosen communities
RDP
46
“Unless we work smarter, all our plans to accelerate service delivery will amount to naught”
President Cyril Ramaphosa
I THANK YOU!!