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)

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KPA 1. SPATIAL RATIONALE

Geographical Map-Locality

DDM IMPLEMENTATION EXPERIENCE

DDM IMPLEMENTATION EXPERIENCE

The Pilots/Prototypes (THUMA-MINA)

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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.

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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.

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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

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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

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ONE Plan

Cohesive

& Sustainable

Communities

2021/01/09 1

Taking

Development to

the people

Cohesive, Vibrant

& Safe

Communities

PRIMARY OUTCOMES & OBJECTIVES

IMMEDIATE IMPLEMENTATION TASKS

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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}.

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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…

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COVID IMPACTS-CHALLENGE (DDM-RISK)

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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

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Waterberg reimagined

Lephalale

Thabazimbi

To Bojanala

Modimolle-M

Bela Bela

Mogalakwena

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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

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“Unless we work smarter, all our plans to accelerate service delivery will amount to naught”

President Cyril Ramaphosa

I THANK YOU!!