Towards A District Development Model National Technical Planning Forum
CONTENT 1. Background 2. Problem Statement 3. Main Objectives of the Model 4. Principles Underpinning the New District Coordination Model 5. Visualizing the Model 6. Steps Towards Implementing the Model 7. Resourcing Implications and Budgeting 2
INTRODUCTION • the 1994 elections manifesto envisages “ a government of the people ” wherein the rights “of all people to elect a government of their choice” was guaranteed and once that is done there would be a “ democratic government at provincial and local levels, with the powers and resources to meet people`s needs ” . To take this forward the President indicated that things have to work differently • “For the effective implementation of our seven priorities, the structures of government will need to function with maximum coordination and cooperation as it is envisaged in our Constitution. The truth is that lack of coordination between national and provincial governments, between departments and particularly at local government level, has not served us. We have slid into a pattern of operating in silos. This has led to lack of coherence in planning and implementation and has made monitoring and oversight of government’s programme difficult. It has become a significant deterrent to investment as businesspeople have had to move from pillar to post in search of support and services in what are essentially the same sectors. At the heart of most service delivery protests is fragmented planning on our part as well as poor communication. As the 6 th Administration we are going to do away with this fragmented approach to development. ” Therefore we are called upon to: • • Ensure that we bring to life the aspirations of the people shall govern Bring government closer to the people through the District • 3
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 152, 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. 4
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 5
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. 6
PROBLEM STATEMENT What Challenges are we Trying To Solve (1) Solve the Silos at a horizontal and vertical level (2) Narrow the distance between the people and government by strengthening the coordination role and capacities at the District and City levels as it is the penultimate sphere closer to the people after ward and local (3) Deliver Integrated Services whilst strengthening Monitoring and Evaluation and impact at district and local levels, as well as within the movement (4) Ensuring inclusive and gender mainstreamed budgets based on the needs and aspirations of our people and communities at a local level (5) Maximising impact and aligning resources at our disposal (6) Changing the face of our rural and urban landscapes by ensuring complementarity between urban and rural development, with a deliberate emphasis on Local Economic Development (7) Ensure sustainable development whilst accelerating initiates to promote poverty eradication, employment and equality 7
PRIMARY OUTCOMES & OBJECTIVES Taking Cohesive, Development Vibrant & to the people Safe Communities
Principles Underpinning Main Objectives of the the Model Model a. Managing rural/urban migration, as well a. Existing Constitutional Framework as sustainable growth and development; Remains as is, whilst strengthening the regulatory framework for Cooperative b. Determining and/or supporting local Governance economic drivers; b. Reinforce Local Government and its c. Determining and managing spatial form, Proximity to Communities land release and land development; c. Distinction Between Long-term and d. Determining infrastructure investment Medium-term Strategic requirements and ensure long-term Planning/Implementation Mechanisms infrastructure adequacy to support integrated human settlements, economic d. Build on Lessons from implementing activity and provision of basic services, previous similar and Existing Good community and social services; Practices – Current MTSF Alignment (DPME) and Operation Sukuma Sakhe e. Institutionalize long term planning whilst (OSS) and other emerging best practice addressing ‘burning’ short term issues e. Reconfigure Integrated Planning Responsibilities and Institutional Arrangements 9
VISUALIZING THE MODEL: A New Integrated Planning Model for Cooperative Governance is Needed - District/Metro Scale • The District/Metro spaces offer the appropriate scale and arena for intergovernmental planning National and Provincial coordination; Departments & • District Model provides both an Institutional Approach Municipalities and Territorial Approach (geographic space) Focus; The 44 Districts plus 8 Metros as developmental Community Aspirations • Partner and spaces (IGR Impact Zones) can be the strategic & International alignment platforms for all three spheres of Civil Society Agreements government where One Plan for each space guides Participation and directs all strategic investments and projects for ONE PLAN transparent accountability; AND CAPACITY SUPPORT • The Plan will harmonize IDPs and create interrelated, interdependent as well as ‘independent’ development hubs supported by comprehensive detailed plans; The plan is an Inter and intra governmental and leads • to crating society wide Social Compact ; AND • The One Plan will be strategic and Long-Term in 44 Districts plus 8 Metros nature, with medium term strategic plans and short term operational plans all expressing the commonly agreed diagnostics, strategies and actions.
District/Metro Scale Integrated Planning Model Institutional – Development Planning (NDP, NSDF, IDP, Spatial/Developmental SDF, PGDS, Sector Strategies) informing Area – Development Organisational/Departmental Planning (MTSF, Strategic Planning Plans, Annual Performance Plans, Budgets, etc.) National Community / Stakeholder Involvement National Departments (Presidency) District/Metro Space Sector COGTA PCC Min MECs Min MEC (IGR Impact Zone ) Provincial Provincial Departments (Premier’s Office) District/Metro Municipality Long Term Plan (IG Protocol) LM 2 LM 3 LM 4 … Local Municipality 1
APPROACH TOWARDS ONE PLAN Cohesive & Sustainable Communities Provincial National budgets and Governments programmes spatially budgets and referenced across 44 programmes District + 8 Metro’s spatially referenced spaces 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 12
DDM PILOTING PROCESS Develop one plan that responds to needs and aspirations of communities within Districts and Metro. 13
OR Tambo District Profile (2016 CS) LESSONS FROM THE OR TAMBO DISTRICT PROFILE
CURRENT POPULATION Municipality 2011 (Census) 2016 (Community 2050 Population Survey) Projection KSD 451713 490207 1 785 166 Mhlontlo 188226 186860 743 868 Ingquza Hill 278481 303379 1 100 555 Nyandeni 290385 309702 1 147 599 Port St Johns 156132 166779 617 032 O.R Tambo District 1 364 943 1 457 384 5 394 220 Municipality 15
The ratio of men to women in the O.R Tambo District Municipality is 43% to 57% This is evidence of male migration to other major urban or metropolitan areas in search of work. 16
57% of Households in O.R. Tambo District Municipality were headed by a Female in 2016, the highest of all EC districts 17
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