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Independent Development Trust
Portfolio Committee for Public Works:
2009/11 Corporate Plan
14 May 2008
Independent Development Trust
Portfolio Committee for Public Works:
2009/11 Corporate Plan
14 May 2008
ContentContent
Overview
2007/09 Corporate Strategy
Concluding Comments
Overview
2007/09 Corporate Strategy
Concluding Comments
OverviewOverview
GovernanceGovernance
The IDT is A Trust
A Development management agency
Was established in 1990.
Cabinet decision, March 1997:
"The IDT must be transformed into a government development agency that will implement projects which are commissioned by government departments. It must cease to be a civil society organisation, an independent agency or a funding agency”
Public Finance Management Act: Schedule 2 Public Entity
Accounting Authority: Board of Trustees
Executive Authority: Minister of Public Works
The IDT is A Trust
A Development management agency
Was established in 1990.
Cabinet decision, March 1997:
"The IDT must be transformed into a government development agency that will implement projects which are commissioned by government departments. It must cease to be a civil society organisation, an independent agency or a funding agency”
Public Finance Management Act: Schedule 2 Public Entity
Accounting Authority: Board of Trustees
Executive Authority: Minister of Public Works
Changing roles: responsive organisationChanging roles: responsive organisation
Over the 18 years of it’s existence, the IDT’s role in the development sector has shifted from that of a:-
grant making agency
programme implementation agency
development planning & implementation
development integration and coordination
Programme design
Social facilitation
Has demonstrated the capacity to ‘reinvent’ itself in response to the environment- remains relevant to its mandate
Over the 18 years of it’s existence, the IDT’s role in the development sector has shifted from that of a:-
grant making agency
programme implementation agency
development planning & implementation
development integration and coordination
Programme design
Social facilitation
Has demonstrated the capacity to ‘reinvent’ itself in response to the environment- remains relevant to its mandate
How we understand our mandateHow we understand our mandate
National development agenda for the 2nd decade of democracy:
halving poverty and unemployment
mainstreaming the 2nd economy
measurable improvements in the quality of life; and,
social cohesion
IDT established as a redistributive mechanism
To support all spheres of government with planning and implementing the national development agenda with particular reference to poverty eradication, employment creation and local economic development
monitoring the effectiveness of interventions
deriving, documenting and sharing the lessons learnt
Includes interventions initiated, designed and funded by the IDT (C Budget)
National development agenda for the 2nd decade of democracy:
halving poverty and unemployment
mainstreaming the 2nd economy
measurable improvements in the quality of life; and,
social cohesion
IDT established as a redistributive mechanism
To support all spheres of government with planning and implementing the national development agenda with particular reference to poverty eradication, employment creation and local economic development
monitoring the effectiveness of interventions
deriving, documenting and sharing the lessons learnt
Includes interventions initiated, designed and funded by the IDT (C Budget)
Further refinement to Mandate
Further refinement to Mandate
1998: Amended Deed of Trust
Cabinet October 2000: Support government in co-ordinated management of the ISRDP
Presidency: Support ASGISA
1998: Amended Deed of Trust
Cabinet October 2000: Support government in co-ordinated management of the ISRDP
Presidency: Support ASGISA
Business ModelBusiness Model
Anchored in
Eradication of poverty & unemployment and alienation of majority trapped in 2nd economy
Belief in the political will
No single institution can do it alone
Government - has the resources
Private sector/donors - do not have reach/experience
Poor- do not have capacity or power to access resources
Development gap: need a vehicle
Anchored in
Eradication of poverty & unemployment and alienation of majority trapped in 2nd economy
Belief in the political will
No single institution can do it alone
Government - has the resources
Private sector/donors - do not have reach/experience
Poor- do not have capacity or power to access resources
Development gap: need a vehicle
DEVELOPMENT GAP
DEVELOPMENT GAP
DEVELOPMENT GAP
Business ModelBusiness ModelSERVICE AGENCIES
Donors, Government, Private Sector: Support institutions with resources to reach their target
groups
TARGET POPULATION
Improve capacity of people and their institutions to reach services
2009/011 Corporate Strategy
2009/011 Corporate Strategy
Historical background
5 Core Business Areas:Development programme management
Leveraging/Harnessing resources
Institutional Delivery and Capacity Building
Knowledge Management
Social Facilitation
Environmental Scan: The organisation reflects on/considers:
Asks ‘what has changed, what has remained constant and what does that mean?;
identifies new opportunities;
Conducts a critical and robust analysis of opportunities;
makes strategic choices; and,
takes bold action.
Historical background
5 Core Business Areas:Development programme management
Leveraging/Harnessing resources
Institutional Delivery and Capacity Building
Knowledge Management
Social Facilitation
Environmental Scan: The organisation reflects on/considers:
Asks ‘what has changed, what has remained constant and what does that mean?;
identifies new opportunities;
Conducts a critical and robust analysis of opportunities;
makes strategic choices; and,
takes bold action.
Executive Summary (Pg 5-10)Executive Summary (Pg 5-10)
Key issues from Scan:
Organisation's standing in the development sector
Participation in seminal international study tour
Lessons from best practices in effective poverty eradication, e.g., Chile
Recommendation from the Review of Development Funding Institutions (DFI’s)
Strategic focus for 2009/11: The IDT’s core role and niche area will be to facilitate the creation of sustainable livelihoods and cohesive communities in poverty pockets and underdeveloped areas by focussing particularly on women as targeted beneficiaries as well as partnering women as participants in the development process.
Key issues from Scan:
Organisation's standing in the development sector
Participation in seminal international study tour
Lessons from best practices in effective poverty eradication, e.g., Chile
Recommendation from the Review of Development Funding Institutions (DFI’s)
Strategic focus for 2009/11: The IDT’s core role and niche area will be to facilitate the creation of sustainable livelihoods and cohesive communities in poverty pockets and underdeveloped areas by focussing particularly on women as targeted beneficiaries as well as partnering women as participants in the development process.
Executive Summary (Pg 5-10)Executive Summary (Pg 5-10)
Strategic Objectives
Strategic Objective 1: To provide social infrastructure, which enhances access to basic services to poor and marginalised communities. A primary focus will be women and their dependants as primary beneficiaries.
Strategic Objective 2: To create opportunities which promote sustainable livelihoods in poor and marginalised communities. A primary focus will be on opportunities for women and women’s groups.
Strategic Objective 3: To enhance the institutional capacity of community-based structures and government, in poor and marginalised communities. A primary focus will be on local government and organisations with women as their primary participants.
Strategic Objective 4: To achieve service delivery excellence and the efficient and effective utilisation of resources
Strategic Objectives
Strategic Objective 1: To provide social infrastructure, which enhances access to basic services to poor and marginalised communities. A primary focus will be women and their dependants as primary beneficiaries.
Strategic Objective 2: To create opportunities which promote sustainable livelihoods in poor and marginalised communities. A primary focus will be on opportunities for women and women’s groups.
Strategic Objective 3: To enhance the institutional capacity of community-based structures and government, in poor and marginalised communities. A primary focus will be on local government and organisations with women as their primary participants.
Strategic Objective 4: To achieve service delivery excellence and the efficient and effective utilisation of resources
Executive Summary (Pg 5-10)Executive Summary (Pg 5-10)
Compliance statement
Supported by a Shareholders Compact
Prepared in line with Treasury Guidelines
3-year Corporate Plan, starting 1 April 2008 to 31 March 2011, is
directly in line with the IDT’s mandate and legislative and fiduciary obligations
derived from a rigorous analysis of the international, regional and national development environment.
reflects a number of strategic choices on how best to position the IDT and to apply its resources to achieve optimum development impact and enhance its relevance to government, and the people organisation serves.
Compliance statement
Supported by a Shareholders Compact
Prepared in line with Treasury Guidelines
3-year Corporate Plan, starting 1 April 2008 to 31 March 2011, is
directly in line with the IDT’s mandate and legislative and fiduciary obligations
derived from a rigorous analysis of the international, regional and national development environment.
reflects a number of strategic choices on how best to position the IDT and to apply its resources to achieve optimum development impact and enhance its relevance to government, and the people organisation serves.
Executive Summary (Pg 5-10)Executive Summary (Pg 5-10)
Purpose: The principal purpose of the IDT is to operate as an anti-poverty and redistributive agency, which invests in finding innovative new ways of meeting the core challenges of poverty and inequality and expends its capital base in the pursuit of workable strategies and programmes that can be shared and replicated.
Vision: The IDT’s vision is to be the leading knowledge-based development agency
Mission: The IDT, together with strategic partners, will enable poor communities to access resources, recognise and unlock their own potential and continuously improve their quality of life.
Corporate Values and Operating Principles
Purpose: The principal purpose of the IDT is to operate as an anti-poverty and redistributive agency, which invests in finding innovative new ways of meeting the core challenges of poverty and inequality and expends its capital base in the pursuit of workable strategies and programmes that can be shared and replicated.
Vision: The IDT’s vision is to be the leading knowledge-based development agency
Mission: The IDT, together with strategic partners, will enable poor communities to access resources, recognise and unlock their own potential and continuously improve their quality of life.
Corporate Values and Operating Principles
Purpose, Vision, Mission & Values: (Pg 11)Purpose, Vision, Mission & Values: (Pg 11)
Core Values & Operating PrinciplesCore Values & Operating Principles
Value Operating principles People Centred
We improve the lives of people
We work together as a team
We are focused on our stakeholders
Integrity We are open and honest in all our communications
We believe in the integrity of our data and reports
We respect one another
We treat each other with dignity
Professionalism
We approach our work in a professional manner
Our service is world class
We achieve quality results
Accountable We are accountable to our clients, stakeholders and one
another for our actions Learning Organisation
We approach our work in a creative mannerOur solutions are innovativeWe evidence-based decisions which seeks to have impact
Development Perspectives:
Global
Regional (Africa)
National
Provincial
National Policy issues
Stakeholder analysis
Internal SWOT analysis
Development Perspectives:
Global
Regional (Africa)
National
Provincial
National Policy issues
Stakeholder analysis
Internal SWOT analysis
Environmental Scan: Pg 12-62Environmental Scan: Pg 12-62
Development Perspectives: Global (pg 12-23) Development Perspectives: Global (pg 12-23)
Globalisation is here to stay: global village proximity, accessibility, exchange of goods and services ..\..\2009-11 CORPORATE PLAN\ABRIDGED IFR PRES MANCO.ppt
China’s emergence as a world power
Growth and consumerism vs inequality
Demographic trends: ageing, rural-urban migration;
HIV/AIDS and other diseases
Sustainability Index: 15 key challenges
International Instruments: MDGs, Beijing
Best Practices: Chile; Tunisia; Argentina; Brazil; China; Vietnam, Mexico
Globalisation is here to stay: global village proximity, accessibility, exchange of goods and services ..\..\2009-11 CORPORATE PLAN\ABRIDGED IFR PRES MANCO.ppt
China’s emergence as a world power
Growth and consumerism vs inequality
Demographic trends: ageing, rural-urban migration;
HIV/AIDS and other diseases
Sustainability Index: 15 key challenges
International Instruments: MDGs, Beijing
Best Practices: Chile; Tunisia; Argentina; Brazil; China; Vietnam, Mexico
Lessons: Global Perspectives (pg 23-25) Lessons: Global Perspectives (pg 23-25)
Latin America gets less Aid than Africa but economic growth is better
Growth & persistence of the informal sector
Errors of exclusion & inclusion
Family - unit of analysis: women as point of entry. Traditional definitions of family
Broader definition of social protection
Pre-conditions to effective and sustained poverty eradication:
Economic growth
Strong state and social policies
Long-term view
Political majority
National solidarity and cohesion
New regimes abandon or change existing programmes
Latin America gets less Aid than Africa but economic growth is better
Growth & persistence of the informal sector
Errors of exclusion & inclusion
Family - unit of analysis: women as point of entry. Traditional definitions of family
Broader definition of social protection
Pre-conditions to effective and sustained poverty eradication:
Economic growth
Strong state and social policies
Long-term view
Political majority
National solidarity and cohesion
New regimes abandon or change existing programmes
Development Perspectives: Africa (pg 17-31) Development Perspectives: Africa (pg 17-31)
Limited research and analysis. However, research indicates: Continent not performing well on MDGs. North Africa doing better than SSA
40% of world's poorest inhabitants
Overview: Greater political stability, peace and security
Global economy: access to markets vs. unfair terms of trade
Africa’s natural resources
Regional co-operationAfrican Union
NEPAD: AU’s socio- economic development programme
APRM: Intent. Country reviews concluded: Rwanda; Ghana; SA
Economic:
Economic growth from 1.8% GDP in 1980-89 to 4% in 2000-04
Continued food insecurity while Africa should be able to be self sufficient
Water insecurity
Human Development: MDGs
HIV/AIDS and other diseases
Limited research and analysis. However, research indicates: Continent not performing well on MDGs. North Africa doing better than SSA
40% of world's poorest inhabitants
Overview: Greater political stability, peace and security
Global economy: access to markets vs. unfair terms of trade
Africa’s natural resources
Regional co-operationAfrican Union
NEPAD: AU’s socio- economic development programme
APRM: Intent. Country reviews concluded: Rwanda; Ghana; SA
Economic:
Economic growth from 1.8% GDP in 1980-89 to 4% in 2000-04
Continued food insecurity while Africa should be able to be self sufficient
Water insecurity
Human Development: MDGs
HIV/AIDS and other diseases
Development Perspectives: SA (pg 43-50) Development Perspectives: SA (pg 43-50)
Political: Stable fledgling democracy. Assertive global player. Key role on peace and nation building initiatives on the Continent
Economic:20th strongest economy in the world
Middle income country; with sustained economic growth at 4.5% average since 2004. But wealth not evenly distributed
FDI not at expected levels and showing negative trend
Social:Employment and Unemployment
Strong income growth: expansion of social grants to 12 million people
Inequality: from 0.672 – 0.683 between 1993 and 2005
Growing feminisation of poverty
Social cohesion
MDGs
HIV
Education: greatest share of the budget. Worrying trends
Technological
Political: Stable fledgling democracy. Assertive global player. Key role on peace and nation building initiatives on the Continent
Economic:20th strongest economy in the world
Middle income country; with sustained economic growth at 4.5% average since 2004. But wealth not evenly distributed
FDI not at expected levels and showing negative trend
Social:Employment and Unemployment
Strong income growth: expansion of social grants to 12 million people
Inequality: from 0.672 – 0.683 between 1993 and 2005
Growing feminisation of poverty
Social cohesion
MDGs
HIV
Education: greatest share of the budget. Worrying trends
Technological
Development Perspective: Provincial Analysis (Pg 50-51)Development Perspective: Provincial Analysis (Pg 50-51)
Provincial Scan: incomplete but work in progress. Format
Fact Facts: Snapshot of demographic data, GDP etc
Economic Development
Social Issues
Budget votes and trends
Local government: structures
Challenges at local government level
Provincial strategic focus areas
Provincial challenges
SWOT for the IDT in the provinces.
Provincial Scan: incomplete but work in progress. Format
Fact Facts: Snapshot of demographic data, GDP etc
Economic Development
Social Issues
Budget votes and trends
Local government: structures
Challenges at local government level
Provincial strategic focus areas
Provincial challenges
SWOT for the IDT in the provinces.
Policy priorities and shifts (Pg 51-61)Policy priorities and shifts (Pg 51-61)
Government Policy Objectives
National Anti-Poverty Strategy
National Spatial Development Perspective
Developmental State
Infrastructure Development
DFI Review
5-Year Local Government Strategic Agenda
Policy process on the System of Provincial and Local Government
Government Policy Objectives
National Anti-Poverty Strategy
National Spatial Development Perspective
Developmental State
Infrastructure Development
DFI Review
5-Year Local Government Strategic Agenda
Policy process on the System of Provincial and Local Government
Stakeholder Analysis (Pg 62-64)Stakeholder Analysis (Pg 62-64)
High
POWER
Low INTEREST High
High
POWER
Low INTEREST High
Keep satisfied
Monitor (minimum effort)
Manage closely
Keep informed
Stakeholder analysis: Manage Closely (Pg 62-63)Stakeholder analysis: Manage Closely (Pg 62-63)
Those with high power (influence) over and high interest in the organisation
Presidency: The Deputy President and the Policy Co-ordination and Advisory Services Unit in particular.
Executive Authority
National Treasury
Premiers
National and Provincial Social Custer Departments
SAWID
Nodal District Municipalities
Competitors like Coega in the Eastern Cape
Media
FOSSAD
Public Works MINMEC
Those with high power (influence) over and high interest in the organisation
Presidency: The Deputy President and the Policy Co-ordination and Advisory Services Unit in particular.
Executive Authority
National Treasury
Premiers
National and Provincial Social Custer Departments
SAWID
Nodal District Municipalities
Competitors like Coega in the Eastern Cape
Media
FOSSAD
Public Works MINMEC
Stakeholder analysis: Keep Satisfied (Pg 63)Stakeholder analysis: Keep Satisfied (Pg 63)
Those with high power (influence) over and lower interest in the organisation
DFI’s like DBSA, NDA
Structures with complimentary mandates like CIDB
Portfolio Committees at Parliament and Provincial Legislatures
Donor agencies like W.K. Kellog Foundation
Those with high power (influence) over and lower interest in the organisation
DFI’s like DBSA, NDA
Structures with complimentary mandates like CIDB
Portfolio Committees at Parliament and Provincial Legislatures
Donor agencies like W.K. Kellog Foundation
Stakeholder analysis: Keep informed (Pg 63)Stakeholder analysis: Keep informed (Pg 63)
Those with high interest and low power (influence)
Non-Nodal municipalities
SAWIC
Traditional Leaders
Communities
Other DFI’s: Umsombomvu
Universities
Those with high interest and low power (influence)
Non-Nodal municipalities
SAWIC
Traditional Leaders
Communities
Other DFI’s: Umsombomvu
Universities
Stakeholder analysis: Monitor (Pg 63-64)Stakeholder analysis: Monitor (Pg 63-64)
Monitor, with minim effort, those with low power and low interest
Private sector
Donor agencies
Service providers
Foreign Missions
NGO’s
CBOs
Labour Unions, e.g., NEHAWU
Monitor, with minim effort, those with low power and low interest
Private sector
Donor agencies
Service providers
Foreign Missions
NGO’s
CBOs
Labour Unions, e.g., NEHAWU
Internal Scan: Climate Survey (Pg 65-69)Internal Scan: Climate Survey (Pg 65-69)
Review/assessment
Vision, mission, mandate & values
Communications
Change Climate Survey Management
Human Resources
Leadership and Management
Strengths
Weaknesses
Review/assessment
Vision, mission, mandate & values
Communications
Change Climate Survey Management
Human Resources
Leadership and Management
Strengths
Weaknesses
Strategic Goals: Pg 70-71Strategic Goals: Pg 70-71
Mandate: Remains unchanged
Interpretation of mandate: “The core role and niche area of the IDT is to facilitate the creation of sustainable livelihoods and cohesive communities in poverty pockets and underdeveloped areas by focussing particularly on women as targeted beneficiaries as well as partnering women as participants in the development.
Mandate: Remains unchanged
Interpretation of mandate: “The core role and niche area of the IDT is to facilitate the creation of sustainable livelihoods and cohesive communities in poverty pockets and underdeveloped areas by focussing particularly on women as targeted beneficiaries as well as partnering women as participants in the development.
Women as the unit of analysis and targeted participants and beneficiaries based on the assumption that the organisation will more effectively impact families, communities, youth and children by working with women.
The delivery of social infrastructure, with particular emphasis on the eradication of mud schools.
Marginalised areas, for instance rural areas and other communities in “shadow areas”
People-centred development, with social facilitation and organisational development as an explicit modality of its development approach.
Programmes that meet the above criteria and which specifically aim to eradicate poverty, underdevelopment and unemployment
Women as the unit of analysis and targeted participants and beneficiaries based on the assumption that the organisation will more effectively impact families, communities, youth and children by working with women.
The delivery of social infrastructure, with particular emphasis on the eradication of mud schools.
Marginalised areas, for instance rural areas and other communities in “shadow areas”
People-centred development, with social facilitation and organisational development as an explicit modality of its development approach.
Programmes that meet the above criteria and which specifically aim to eradicate poverty, underdevelopment and unemployment
Strategic Goals: Pg 70-71Strategic Goals: Pg 70-71
Strategic Overview
MandateGoal:
Poverty Eradication & Sustainable Development
Strategic Focus
Women Spatial
Programmes
Social Infrastructure
DeliveryDevelopment Programme Management Capacity
Outcomes
Sustainable livelihoodsCohesive Communities
Institutional Capacity Building
Social Facilitation
Strategic Objectives: Page 72-73Strategic Objectives: Page 72-73
1: To provide social infrastructure, which enhances access to basic services to poor and marginalised communities. A primary focus will be women and their dependants as primary beneficiaries.
2: To create opportunities which promote sustainable livelihoods in poor and marginalised communities. A primary focus will be on opportunities for women and women’s groups.
3: To enhance the institutional capacity of community-based structures and government, in poor and marginalised communities. A primary focus will be on local government and organisations with women as their primary participants.
4: To achieve service delivery excellence and the efficient and effective utilisation of resources.
1: To provide social infrastructure, which enhances access to basic services to poor and marginalised communities. A primary focus will be women and their dependants as primary beneficiaries.
2: To create opportunities which promote sustainable livelihoods in poor and marginalised communities. A primary focus will be on opportunities for women and women’s groups.
3: To enhance the institutional capacity of community-based structures and government, in poor and marginalised communities. A primary focus will be on local government and organisations with women as their primary participants.
4: To achieve service delivery excellence and the efficient and effective utilisation of resources.
Internal and Governance processesInternal and Governance processes
Human Resources & Org. Structure: Pg 75-84
Financial Resources and Sources of Income: Pg 84-86
Key Performance Indicators: Pg 87-89
Implementation: Pg 90
Stakeholder Relationship Management: Pg 90 –93
Supporting Framework
Risk Management Strategy: Page 93
Fraud Prevention Plan: Page 94
Human Resources & Org. Structure: Pg 75-84
Financial Resources and Sources of Income: Pg 84-86
Key Performance Indicators: Pg 87-89
Implementation: Pg 90
Stakeholder Relationship Management: Pg 90 –93
Supporting Framework
Risk Management Strategy: Page 93
Fraud Prevention Plan: Page 94
AppendicesAppendices
Appendix 1: Schedule of Programmes - Page 96-100
Appendix 2: CVs of Executives - Page 101
Appendix 3: Financial Plan - Page 122
Appendix 4: Shareholder’s Compact Page- 113-128
Appendix 5: CV’s of Board of Trustees – Page 129-144
Appendix 1: Schedule of Programmes - Page 96-100
Appendix 2: CVs of Executives - Page 101
Appendix 3: Financial Plan - Page 122
Appendix 4: Shareholder’s Compact Page- 113-128
Appendix 5: CV’s of Board of Trustees – Page 129-144
www.idt.org.za
THANK YOU
Thembi Nwedamutswu: Chief Executive Officer
+27 82 611 4000
