PRESENTATION ON THE IDP SUPPORT TO MUNICIPALITIES AND THE ROLE OF OTHER SBU’s

1. PRESENTATIONON THE IDP SUPPORT TO MUNICIPALITIES AND THE ROLE OF OTHER SBU’s NYIKO MASHAMBA MANAGER: IDP COORDINATION (DLGH) MMS MEETING M.J. GATEWAY 12 MAY 2008

2. CONTENT • Purpose • Background • Planning and Policy Environment in Limpopo • Defining the IDP Process & Expected Outcomes • Inter-Governmental Planning Cycle • Role of Sector Departments in the IDP process • The ISRDP Nodes and Provincial Growth Points

3. CONTENT • Organogram of the Development Planning Branch • Role of the IDP Coordination SBU & other SBU’s in the IDP process • Improving IDP Credibility • Way Forward • Conclusion

4. PURPOSE • To develop a shared understanding on the IDP process; as a component within an inter-governmental planning system; • To highlight various, anddistinct, roles of SBU’s in the Development Planning Branch and other SBU’s in IDP process; • To seek best practice in our respective specialized fields, guided by an integrated understanding of our diverse planning roles.

6. Map: The Republic of South Africa

7. Map of the Limpopo Province

8. BACKGROUND • Executive arm of the State consists of 3 distinct (National, Provincial, and Local), interrelated and inter-dependent spheres; • 1994-1999: National and Provincial Government establishment and consolidation; rapid service delivery extension and macro-economic interventions; • 1999-2004: Establishment and stabilization of (Developmental) Local Government sphere; macro-economic stability and confidence in South African economy;

9. BACKGROUND • 10 Year Review: Need for greater focus, decisiveness, and will to make trade-offs and strategic choices necessary for new the trajectory of growth and development.

10. BACKGROUND • 2004-2014: Consolidation and sustainability of local sphere and IGR crucial for: • Accelerated and Shared Growth Initiative (ASGI-SA); • halving poverty and unemployment; • building social cohesion; and • Overcoming exclusion. Project Consolidate Presidential Imbizos IDP Hearings 2005 The performance and accountability of individual spheres and departments is paramount in the 2nd decade of democracy The need for spheres and departments to act in relation to each other around a shared development vision of the district is key

11. PLANNING & POLICY MAKING ENVIRONMENT

12. PLANNING & POLICY MAKING ENVIRONMENT Key planning and policy instruments: • Medium Term Expenditure Framework (MTEF); • National Spatial Development Perspective (NSDP); • State of the Nation and of the Province Address (SONA) / (SOPA); • The Provincial Growth and Development Strategy (PGDS); • The Integrated Development Plan (IDP); • MEC’s Budget Speeches; • Departmental strategic and Annual Performance Plans (APPs); and • Relevant legislation.

14. DEFINING THE IDP PROCESS & EXPECTED OUTCOMES • It is a 5 year government-wide plan in a specific municipal area and is a product of the integrated development planning process. • It is a key planning instrument which guides and informs all planning, budgeting, management and decision-making in a municipality. • The success of the IDP is dependent on high level support and buy-in from local citizens and other key stakeholders.

15. DEFINING THE IDP PROCESS & EXPECTED OUTCOMES The IDP answers the questions:

16. Each municipality is expected to produce a proper IDP which addresses issues of: Service delivery Poverty alleviation Local economic development Institutional transformation Spatial integration Environmental care DEFINING THE IDP PROCESS & EXPECTED OUTCOMES which would ultimately result in the improving quality of life

18. LEGISLATIVE REQUIREMENTS FOR THE IDP PROCESS • National & provincial government have passed legislation that impacts on municipal planning & ,therefore, needs to be considered during the IDP process. • This compels the municipalities to be multi-sectoral in their approach to integrated development planning. • These requirements should be linked to a single planning cycle and processes within municipalities.

19. LEGAL & POLICY FRAMEWORK - 1 • Constitution of the RSA,1996 • White Paper on Local Government, 1998 • Municipal Demarcation Act,1998 • Municipal Structures Act,1998 • Municipal Systems Act,2000 • Municipal Finance Management Act,2003 • Municipal Property Rates Act, 2004 • Employment Equity Act, • Skills Development Act, • White Paper on Spatial Planning & Land Use Management • Development Facilitation Act, 1995

20. LEGAL & POLICY FRAMEWORK - 2 • Restitution of Land Rights Act,1994 • Disaster Management Act, 2002 • Housing Act, 1997 • National Environmental Management Act, 1998 • Environment Conservation Act, 1989 • White Paper on Environmental Management Policy, 1998 • White Paper on Integrated Pollution & Waste Management for South Africa, 2000 • Minerals Act,1991 • National Water Act, 1998 • White Paper on Energy Policy, 1998

21. LEGAL & POLICY FRAMEWORK - 3 • National Land Transport Transition Act, 2000 • National Heritage Resources Act, 1999 • White Paper on Safety and Security • Inter-Governmental Relations Framework Act, 2005 • Electricity Regulation Act, 2006 • The Reconstruction & Development Programme(RDP) • The Growth, Employment & Redistribution Programme (GEAR) • Accelerated Shared Growth Initiative–South Africa (ASGISA) • Domestic Tourism Strategy (2004 – 2007)

22. KEY FRAMEWORKS TO GUIDE THE IDP • Adoption of an “IDP Review Framework” which binds both the DM & LMs to ensure proper coordination & alignment; • Adoption of a “Process Plan”set out in writing by each municipality. Whilst the Process Planhas to be based on appropriate consultation with local communities and to be communicated to them, the Frameworkhas to be based on engagement with local municipalities and Sector Departments within the district. “The preparation task of the IDP is the duty of municipal management. The process should contribute to the institutional preparedness of the municipality for the IDP process”

24. ROLE OF SECTOR DEPARTMENTS • Statistics = Statistics SA • Spatial Development Framework = DLGH • Disaster Management Plan = DLGH • LED Strategy = DLGH / DEDET • Tourism Strategy = DEDET • Integrated Environ. Management Plan = DEDET • Land Reform = DLA • Water Services Development Plan = DWAF • Health Plan and HIV/AIDS Plan = Dept. Health & Social Dev. • Integrated Transport Plan = Dept. Roads andTransport • Social Crime Prevention Strategy = SAPS, Depts: Justice and Correctional Services • Communication Strategy = DLGH

25. ISRDP Nodes & Provincial Growth Points • There are two ISRDP nodes: Sekhukhune and Maruleng • 17 Provincial Growth Points in Limpopo: Polokwane, Phalaborwa, Tzaneen, Makhado, Thabazimbi, Marble Hall, Mogalakwena, Groblersdal, Burgersfort, Lephalale • Investment focus is to be on 10 Provincial Growth Points, on a cumulative basis.

26. WHY FOCUS OUR SUPPORT TO PGP & NODES • Pockets of poverty that needs special intervention (Nodes). • Increasing demand for decent housing and services driven by combination of: • Population growth • Decrease in household size • Splitting of households between rural and urban areas • Increase in number of people entering the employment market is faster than the rate at which new jobs are created. • Youth employment is crucial factor for social stability.

27. WHAT IDPs SHOULD PROVIDE (PGP & NODES) • Population trends & projections related to economic base analysis • Accurately costed infrastructure/service backlogs & projected increases • Identification of municipal income streams (own and transfers from national and provincial level) • Outline powers, functions and roles and responsibilities • Sustainable Human Settlements • Vision • Place Hierarchy • Relation between places • Robust and Inclusive Local Economy • Potential • Endogenous factors • PGDS and NSDP

28. WHAT IDPs SHOULD PROVIDE (PGP & NODES) • Model of tariffs, property tax income, debt analysis • Spatial and infrastructure modeling and land use policies clearly demarcating land use areas and targets • Implementation capability requirements • Sustainable Human Settlements • Vision • Place Hierarchy • Relation between places • Robust and Inclusive Local Economy • Potential • Endogenous factors • PGDS and NSDP

29. BRANCH ORGANOGRAM Development Planning Branch LOCAL ECONOMIC DEVELOPMENT INFRASTRUCTURE DEVELOPMENT PLANNING SPATIAL & HUMAN SETTLEMENT PLANNING INTEGRATED DEVELOPMENT PLANNING COORDINATION LAND USE, DEEDS AND STATUTORY BOARDS SUPPORT

30. ROLE OF IDP COORDINATION SBU • To perform IDP assessment and provide (planning) support to municipalities. “This include supporting municipalities to develop credible IDPs and coordinating the ISRDP within the parameters of the IDP process”

31. ROLE OF SPATIAL AND HUMAN SETTLEMENT PLANNING SBU • To render spatial and human settlement planning. “This include supporting municipalities to develop their Spatial Development Frameworks (which are a component in the IDPs)” Township Establishment & Site Demarcations

32. ROLE OF LOCAL ECONOMIC DEVELOPMENT SBU • To manage local economic development. “This include supporting municipalities to develop their Local Economic Development Strategies / Plans (which are a component in the IDPs)”

33. ROLE OF LAND USE, DEEDS AND STATUTORY BOARDs SBU • To provide and co-ordinate land use management systems and efficient statutory boards. “This include supporting municipalities to develop their Land Use Management Schemes / Systems (which are a component in the IDPs) and adjudication on applications from municipalities”

34. ROLE OF INFRASTRUCTURE DEVELOPMENT PLANNING SBU • To provide and co-ordinate land use management systems and efficient statutory boards. “This include supporting municipalities to develop Municipal Infrastructure Investment Frameworks and 3-Year Capital Investment Plans linked to the IDP and Budget.”

35. 5 Big Ideas (IDP Hearings 2005): • A shared paradigm of sustainable development; • Government connectivity with communities; • Impact of intergovernmental investment in localities; • Provincial developmental and strategic role; and • Improving credibility of IDPs.

36. Improving IDP Credibility • Regulatory refinement • Transform District IDPs into expressions of the plans of all 3 spheres of government; • Streamline process and product according to differentiated requirements of municipalities; • Strengthen SDF and Land Use management application;

37. Improving IDP Credibility • Sector interface & exchange of common planning information; • Definition and relationship between components: Long-term, 5-year term, MTEF/annual service delivery and budget plans; • Powers and functions vs wider municipal developmental role; • Linkage with community/ward based planning;

38. Improving IDP Credibility • Culture and Capability • Leadership and management tool; • Skill and experience of officials responsible for managing IDP functions; • Linkage with other professional inputs; • Business-Labour-Civil Society interfaces;

39. IMPACT OF INTERGOVERNTAL PLANS

40. WAY FORWARD • Ensure that there is improved internal co-ordination amongst the SBUs to can better contribute in the effective planning and implementation of IDPs; • Ensure that IDPs reflect agreement between spheres of government on priorities and interventions; • Strengthen the credibility of the IDP as a planning tool; • Exploit the potential of the IDP as an instrument of intergovernmental planning; • Improve the quality of our IDPs (Credible IDPs); and • Address the ‘own affairs’ type of relationship between the PGDS and the IDP by aligning all planning within the spheres of government.

41. INTER-GOVERNMENTAL RELATIONS THE SUCCESS OF THE IDP PROCESS DEPENDS ON THE COOPERATION & INVOLVEMENT OF THE VARIOUS GOVT. AGENCIES

42. CONCLUSION “Our glory is in never failing, but in rising each time we fail”