Presentation by CoGAT Deputy Minister, Parks Tau at the Waterberg District Development Model Hub in Bela Bela, Limpopo, 05 September 2020.

1. Re-imagining Waterberg &
Municipal Institutional Capability
HUB LAUNCH
Deputy Minister Parks Tau
5 September 2020
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2. DISTRICT
DEVELOPMENT
MODEL AS A
GAME
CHANGER
September 2019-
August 2020
2
ONE PLAN
Pathway to Desired
Future
MILESTONES ACHIEVED THROUGH THE DISTRICT
DEVELOPMENT MODEL-YEAR 1
A. Establishment phase:
Concept and Plans; 3 Pilots; Programme Management; Structures and Systems established, (Coordination
of Covid-19 Response) NDMC support achieved
B. DDM Roll-out and Implementation in Pilot Sites
All 52 District Profiles completed, On course to reprioritise Plans, Budgets and develop Support and
Intervention Packages to align with the emergency package and GBV Responses in Pilot sites. Political
champions have been deployed and supported in partnership with Provinces and Districts
C. Stabilise Local Government-establishment of Municipal support services and deployment of technical
support in five provinces including pilot sites
E. Defined a Standardised approach towards the Development of One Plans, Alignment of Planning and
Budgeting Cycle with LG Elections in partnership with the Presidency and National Treasury through FOSAD
F. Appointment of Experts and Specialists in the Pilot Districts and Metro, mobilised financial resources to
facilitate implementation of DDM, with District Hub establishment underway in pilot sites
G. Leveraged DDM approach to government’s coordinated response to COVID-19 and cascading the
national response to Ward level across all provinces, including the Covid-19 Socio-Economic Interventions
and Plans

3. DISTRICT
DEVELOPMENT
MODEL AS A
GAME
CHANGER
September 2020-
September 2021
3
ONE PLAN
Pathway to Desired Future KEY MILESTONES TO BE ACHIEVED DDM-YEAR 2
A. One Plan Development
and detailed citizen participation as part of the 2020/21 Municipal IDP process. Publish, adopt and implement
the Plans, report and monitor through IGR structures
Implementation of One Plans, Oversight, Monitoring, Reporting through IGR Structures, and align with planning
and budgeting processes, including Zero-based, Gender based and Spatial budgeting
B. DDM Roll-out and Implementation
Implementation of the support package in pilot sites that directly respond to the gaps identified in the District
profiles, and rolling similar instruments and tools to at least 23 sites where District Hubs will be established in line
with the President’s pronouncements
C. Stabilise Local Government
Support and Intervention Packages accompanied by specialists and experts to deal with the governance and
administration, financial, infrastructure and service delivery matters in municipalities
D. Building Capacity of the State
Working with DPSA and relevant departments, define and confirm how this will be driven and the role of DPSA,
set out a programme and plans to re-build state capacity, re-deploy, rationalise and stabilise public service and
municipal capacity
F. Policy and legislative Review
IGF Act, Rationalise Planning legislation and Instruments, strengthen LG System, etc.
G. Stabilise COGTA nationally and provincially to discharge its Constitutional mandate

4. Stabilising the System of
Local Government

5. Defining the Municipal Challenge
1. SYSTEM A: Systemic Challenges
• The Governance Challenge
a) Fraud & Corruption: organized criminal activity, collusion with private sector, fraud, corruption at multiple levels within
municipalities.
b) Mismanagement: no asset registers, no capital infrastructure maintenance & upgrade planning, improper budgeting-overspending
on operational budget, insufficient cashflow, poor debt management,
c) Leadership & Party Politics: political infighting, turf wars, malicious stalling & petty politics.
• The Management Challenge
a) Lack of effective controls: no credit control policy, budgets not tabled on time, adoption of unfunded budgets, poor supply chain
management policies, procedures & protocols, no checks & balances.
b) Lack of data & information systems: no proper records, paper-based management, outdated indigent registers, incorrect billing
information, poor land & property management systems
• The Skills Challenge
a) Lack of skill professionals and personnel: lack of skills to perform job requirements, no effective recruitment and sourcing of talent
b) Organizational Planning: no clearly defined organograms based on organizational needs & service delivery demands, lack of
understanding of skills required, no proper job descriptions, performance contracting, poor performance indicators & plans.
c) Silo mentality & weak collective capability: silo-based working, departmental turf wars, low morale, low levels of collective problem
solving.
2. SYSTEM B: The Structural Challenges
a) Territorial Dynamics: demarcation (wall-to-wall) municipalities, re-demarcation creates municipal ‘revenue
sinkholes’
b) Fiscal Framework: fiscal framework does not create conditions for municipalities to be self-sustaining revenue units
c) Power & Functions: decentralized of specific sector powers and functions to enable municipalities not in place.

6. WATERBERG DISTRICT
MUNICIPALITY AS AN
INVESTMENT IMPACT ZONE

7. District M
LMs
Province
National
ONE PLAN
(Per 44
Districts, 8
Metros)
(IGR Impact
Zone)
DISTRICT
SPACE
DISTRICT
COMMUNITY
NATIONAL
(NDP, NSDF,
MTSF, Sector
Policies and
Strategies)
• Economic
Development
Infrastructure
• Food,
Water,
Energy
Security
• Social
Security
• Safety
PROVINCIAL
(PGDS,
Sector Plans)
(Social
Services)
• Health
• Education
• Human
Settlements
• Community
Services
LOCAL
(GDS, IDPs,
SDFs,
Department
Plans)
(Basic and
Community
Services)
• Water
• Sanitation
• Electricity
• Roads
• Waste
• Parks
• Emergency
Services,
etc
• LED
Communities
Stakeholders
Private Sector
Hubs
INTEGRATED PLANNING AND BUDGETING
Government Planning Cycle

8. 10
Planning Budgeting
Long Term (25 years) One Plan & Vision
(National and Localised)
Investment Strategy
(Socio-Economic Transformation
Plan)
Medium Term (5 – 10
Years) One Plan & Integrated
Development Plans
(Localised and related to other
neighbouring and feeder IDPs)
Financial Plan
(including infrastructure and
economic investment plans)
Short Term (1 – 3 Years)
Anchor Projects
(Annual Action Plans)
Annual Budget
(MTSF)
MAIN OBJECTIVES WILL BE REALISED WITH THE IMPLEMENTATION OF THE ONE PLAN

9. EMBED DISTRICT
DEVELOPMENT
MODEL USING
PLANNING & FISCAL
INSTRUMENTS AND
LEVERS
11
IMPLEMENTING THE DDM- SUPPORT AND INTERVENTION PACKAGES
CONSOLIDATION OF GRANTS (short to medium term)
 NATIONAL TREASURY GRANT REVIEW PROCESS
 Engaged NT and Sectors on the Consolidation of Grants for LG
• Focus on maintenance of assets;
• Development of long-term infrastructure Plans;
• Long-terms financial sustainability plans;
• Rationalisation and integrated capacity building programmes; and
• Align Grants frameworks and conditionalities with DDM approach.
 RATIONALISATION OF PLANNING INSTRUMENTS
• Explore regulated options for coordinated Planning,
Budgeting and Implementation, including legislative reform

10. DISTRICT
DEVELOPMENT
MODEL
SOCIO-ECONOMIC
AND
INFRASTRUCTURE
12
IMPLEMENTING THE DDM- SUPPORT AND INTERVENTION PACKAGES
COGTA PROGRAMMES ENABLING DDM IMPLEMENTATION:
 NHTL FOOD SECURITY PROGRAMME-DTA
 Solidarity Fund has approved a farming input voucher of R70 million which
will assist about 35 000 subsistence farmers in both rural and peri-urban
areas;
 PRESIDENT’S EMPLOYMENT STIMULUS-MISA
 The employment stimulus package to create job opportunities through
infrastructure maintenance - R554 million;
 REPRIORITISATION (MIG & IUDG) AND REPURPOSING OF MIG
 Reprioritisation to fund Covid-19 priorities – Sanitisation, Water,
 10 % top slicing of MIG for repairs and maintenance;
 Review of the MSIG to provide targeted support to the DDM based on
comprehensive skills, systems and institutional needs assessment done; and
 Alignment of IUDF, Economic Recovery Plans, CWP, Private Sector
Participation Model, Smart Cities, Municipal Governance and other COGTA
interventions to enable DDM implementation.

11. DISTRICT
DEVELOPMENT
MODEL
SOCIO-ECONOMIC
AND
INFRASTRUCTURE
13
IMPLEMENTING THE DDM- SUPPORT AND INTERVENTION PACKAGES
NATIONAL AND PROVINCIAL CONTRIBUTIONS-PRIORITY SECTORS
• Department of Health
• Department of Agriculture
• Launch of the Narysec training programme with the Department of Rural
Development with the three pilots. 1000 youth trained in Agriculture
• Public Works
• Small Business Development-SEDA
• Human Settlements
• Water and sanitation
• Minerals and Energy
• Social Development
• Roads and Transport
• Trade and Industry-Economic Zones
• Education
A NUMBER OF PRIVATE SECTOR, NON-GOVERNMENTAL AND OTHER DEVELOPMENT PARTNERS
HAVE BEEN MOBILISED TO SUPPORT IMPLEMENTATION

12. One Plan Roadmap -
Government Owned and
Managed Process

13. ENABLING
SYSTEMS,
STRUCTURES AND
TOOLS:
DISTRICT HUBS
15
DDM - CRITICAL STEPS FOR INSTITUTIONALISATION
DISTRICT HUBS:
• A DDM Hub is conceived as a functional network of support and a
facilitation system for Intergovernmental Planning in relation to a
specific district or metropolitan space or a combination of district
spaces or metropolitan spaces;
• The District/Metropolitan Hubs are being set up as extensions of
CoGTA to facilitate technically the DDM model and One Plan;
• The Hubs are aimed primarily at facilitating intergovernmental joint
planning and overcoming misalignment;
SHARED MUNICIPAL SUPPORT/SHARED SERVICES
• Integrated capacity building support to Districts/Metros (hands on
support);
• Over time will review the distribution and location of powers and
functions and facilitate appropriate location in the Two-Tier District
System;

14. :
District Development Model: Formulation of One Plans-Road Map
(7 Stage Process)
One Plan Formulation
Adoptio
n
Implementati
on
District/Metro
Profiles
GapAnalysis
(Statespendingvs
Need)
DiagnosticStudy
(DeepDive)
VisionSetting
Strategy
Formulation
Implementation
Commitments
DraftOnePlan
Adoption
(25YearPlan)
Implementation
Monitoring&
Review
Stage 1
(1-2 months diagnostic study)
Stage 2
(1 month)
Stage 3
(2 months)
Stage 5
(1 month)
Stage 4
(2 months)
Stage 6
(1 month)
Stage 7
On-Going cyclical
Step 1 -3
(Shared Understanding)
Step 4 Step 5 Step 8Step 6-7 Step 9 Step 10
Reprioritisation: Support and Intervention Packages Aligned to Gaps Identified in the Profiles
Municipalities: GDS, IDP, SDF LED, Infrastructure Plans & Budgets
National, Provincial Government, State Entities: MTSF, Departmental Strategic Plans, APPs &
Budgets

15. PROPOSED
PROCESS
MANAGEMENT
STRUCTURES
17
District One Plan Political Committee
The District One Plan Political Committee is an intergovernmental political structure
responsible for overseeing the development of the One Plan for a district and metro space.
The District One Plan Political Committee is composed of:
• The Minister or Deputy Minister assigned by the President to a district or metro as a
political champion.
• The MEC assigned by the Premier to a district as a political champion.
• Executive mayor of a district or metro, Mayors of local municipalities in a district.
The District One Plan Political Champion is chaired by the Minister or Deputy Minister
assigned by the President to the District with the MEC as the deputy.
District One Plan Technical Committee
The District One Plan Technical Committee is an intergovernmental technical structure
responsible to support the District One Plan Political Committee with the development of the
One Plan for a district or metro space. The District One Plan Technical Committee is
composed of:
• The Directors General of the province or designate, HoDs and Senior Managers
• Municipal Managers of district or metro municipalities, Senior Managers
• Senior Managers of the national departments and national sector departments.
• Senior Managers of State-Owned Entities.
• Representatives of civil society, Representatives on the business community.
ONE PLAN
Pathway to Desired
Future

16. 7
THANK YOU