Content

1. Independent Development TrustPortfolio Committee for Public Works:2009/11 Corporate Plan14 May 2008

2. Content • Overview • 2007/09 Corporate Strategy • Concluding Comments

3. Overview

4. Governance • 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

5. Changing 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

6. How 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)

7. Further refinement to Mandate • 1998: Amended Deed of Trust • Cabinet October 2000: Support government in co-ordinated management of the ISRDP • Presidency: Support ASGISA

8. Business 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

9. SERVICE AGENCIES Donors, Government, Private Sector: Support institutions with resources to reach their target groups DEVELOPMENT GAP DEVELOPMENT GAP DEVELOPMENT GAP Improve capacity of people and their institutions to reach services TARGET POPULATION Business Model

10. 2009/011 Corporate Strategy

11. Executive Summary (Pg 5-10) • 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.

12. 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.

13. 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

14. Executive Summary (Pg 5-10) • Compliance statement • Supported by a Shareholders Compact • Prepared in line with Treasury Guidelines • 3-yearCorporate 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.

15. Purpose, Vision, Mission & Values: (Pg 11) • 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 strategiesand 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

16. Core Values & Operating Principles

17. Environmental Scan: Pg 12-62 • Development Perspectives: • Global • Regional (Africa) • National • Provincial • National Policy issues • Stakeholder analysis • Internal SWOT analysis

18. 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

19. 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

20. 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-operation • African 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

21. 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

22. 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.

23. 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

24. Stakeholder Analysis (Pg 62-64) Keep satisfied Manage closely High POWER LowINTERESTHigh Monitor (minimum effort) Keep informed

25. 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

26. 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

27. 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

28. 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

29. 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

30. Strategic 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.

31. Strategic Goals: Pg 70-71 • 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

32. StrategicOverview Mandate Goal: Poverty Eradication & Sustainable Development Strategic Focus Women Spatial Outcomes Sustainable livelihoods CohesiveCommunities Programmes Social Infrastructure Delivery Social Facilitation Institutional Capacity Building Development Programme Management Capacity

33. Strategic 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.

34. Internal 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

35. Appendices • 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

36. THANK YOU Thembi Nwedamutswu: Chief Executive Officer +27 82 611 4000 thembin@idt.org.za www.idt.org.za