In terms of Section 55 (1) (b) of the Constitution, the National Assembly must provide mechanisms to effect oversight of among other any organs of state
In terms of Section 55 (1) (b) of the Constitution, the National Assembly must provide mechanisms to effect oversight of among other any organs of state.
In terms of Section 55 (1) (b) of the Constitution, the National Assembly must provide mechanisms to effect oversight of among other any organs of state.
Hence the IDT’s 2011/12- 2013/14 Corporate Plan is being presented in respect of the Committee's oversight responsibility and to enable the Committee to recommend the IDT’s Corporate Plan to Parliament
The IDT wishes to bring to the Committees attention that:
The Corporate Pan was lodged with the Ministry, DPW and National Treasury on 28 February 2011; and
Presented to and was approved by the Minister on 14 March 2011
23 May 2011: Written approval by the Minister of the Foreword, Official sign-off and Shareholder Compact
IDT is required to undertake a robust review of its environment, consider its significance and implications and make strategic choices.
IDT is required to undertake a robust review of its environment, consider its significance and implications and make strategic choices.
Mandate is grounded in:
Constitution and the Bill of Rights.
MTSF which provided the parameters for the IDT’s strategic choices in terms of its strategic goals, objectives and the application of the public resources with which it is entrusted.
Strategic focus reflects a shift in focus from primarily a physical infrastructure delivery implementer to facilitation of sustainable development towards being a world class community development agency.
A key consideration is the resources available to deliver on the IDT’s mandate.
Corporate Plan takes account of relevant frameworks and protocols
The IDT is a Trust and a Development Agency established in 1990 through a R2billion endowment from government. It is governed by its Deed of Trust and relevant legislative frameworks.
The IDT is a Trust and a Development Agency established in 1990 through a R2billion endowment from government. It is governed by its Deed of Trust and relevant legislative frameworks.
IDT was constituted as a Schedule 2 public entity with the promulgation of the PFMA in 1999 to support government with the eradication of poverty.
Distinct phases in the 20-year life span of the IDT which correspond with shifts in the national development agenda and priorities as determined by the Shareholder and has effectively delivered its mandate
IDT has a cross-cutting mandate serving all spheres of government and reports to Parliament through the Public Works with the Minister as the Executive Authority
VISION
A leading knowledge-based development agency.
MISSION
The IDT, together with strategic partners, will enable poor communities to recognize and unlock their own potential for sustainable development.
The IDT utilizes a PESTEL analysis which examines political, economic, social, technological, legal and policy perspective strategy within the macro-environment
POLITICAL: South Africa enjoys political stability as is evidenced by the 77% voter participation in the 4th national democratic elections. The 2010 Medium Term Budget Policy Statement set out the key spending priorities as:
Improving the quality of basic education
Enhancing the health of our people
Making our communities safer
Fostering rural development
Creating jobs; and,
Investing in local government and human settlements.
Economic: New policy regime and instruments introduced after 1994 yielded multiple outcomes such as macro economic stability contributing to unprecedented sustained economic growth.
Social: Poverty in both urban and rural areas has proven to be stubborn, with many citizens having not all benefited from the social policy reforms and programmes such as the delivery of basic services, transfer of houses and land.
Technological: South Africa has made great strides in the information technology and communication sectors.
Legal: The Constitution remains the supreme law of the Republic of South Africa and PFMA the cornerstone of the management of state funds.
In 2007, the IDT commissioned a study to review 310 listed public entities delivering services or funding at national, provincial and local level
In 2007, the IDT commissioned a study to review 310 listed public entities delivering services or funding at national, provincial and local level
The study revealed that technically the development gap in SA is fully funded. What is lacking is delivery at community level. A cross-cutting mechanism is needed at community level to holistically address community aspirations and leverage community assets.
SWOT Analysis p.24-25: This analysis of strengths weaknesses, threats and opportunities was considered in the operational plans of units and in individual performance agreements (See Table 3)
Strategy: Government’s PoA has a strong emphasis on people centeredness, sustainable development, rural development, social cohesion and poverty eradication.
Strategy: Government’s PoA has a strong emphasis on people centeredness, sustainable development, rural development, social cohesion and poverty eradication.
The IDT’s approach is anchored in the delivery of social infrastructure as redefined, “social infrastructure as all the necessary measures, facilities and networks required to prepare communities to receive, own, manage and sustain their own development.”
Strategic Goals: Articulates the IDT’s responsibilities in promoting sustainable development in the poor and marginalized areas in the country, as an effective and efficient organisation . See Table 5 Corporate Business
Key Performance Indicators (KPIs): Table 6. Derived from the implementation phase of the IDT’s 2010/30 Strategic Vision constitutes the measures by which the organisation’s success in achieving its objectives will be measured.
The IDT’s Corporate Plan was prepared for a period to 3-years, the remainder of the current MTEF or term of the current Administration
The IDT’s Corporate Plan was prepared for a period to 3-years, the remainder of the current MTEF or term of the current Administration
For purposed of planning and monitoring, the Corporate Business Plan and is captured as an Annual Performance Plan which among other delineates quarterly targets.
IDT a key vehicle for advancing the key priorities of government by implementing programmes for departments across all 3 spheres of government. Spends in excess of R2bn p.a. in development programmes
IDT a key vehicle for advancing the key priorities of government by implementing programmes for departments across all 3 spheres of government. Spends in excess of R2bn p.a. in development programmes
Its work is commissioned through concluded programme implementation agreements with client departments and intervention (e.g., nature; location; deliverables) therefore is the client ‘s discretion
Partially recovers operating costs at between 3.5-5% for infrastructure programmes
Incorporates government strategic imperatives in its programming – job creation; economic empowerment, skills development etc.
Acts as a programme management support as against project management as against the role played by built environment consultants
Currently pursuing transformation aimed inter alia at reviewing mandate legal framework and funding model to focus more sharply on community development rather than service delivery support
Empowered employee Culture: IDT employees are generally free to take decisions and to apply discretion where required hence faster decision making
Empowered employee Culture: IDT employees are generally free to take decisions and to apply discretion where required hence faster decision making
Stable and strong leadership: stability at board and senior management has enabled incremental growth, institutional building and sustained organizational performance over the past seven years
Good relationship with Executive Authority: this has helped to improve relations with the Public Works family and thus contributed in safeguarding organisational sustainability
Automated processes and delivery reporting systems: payment process and the programme reporting dashboard system have improved organizational performance. Ability to adjust to new portfolio demands the review of processes for automation into a seamless integrated system: Vendor Management; Contract Management,; Procurement; Management Fee Billing & Collection; Services Costing & Pricing
Strong governance culture: institutional mechanisms and practices regulating planning, performance management, reporting, and board interface have protected organisational integrity.
Organisational insecurity: lack of protected mandate creates insecurity and undermines institutional building as more focus is placed on pleasing potential clientele and influential stakeholders at the expense of the former.
Organisational insecurity: lack of protected mandate creates insecurity and undermines institutional building as more focus is placed on pleasing potential clientele and influential stakeholders at the expense of the former.
Complex and conflicted clientele interests: this often results in misunderstandings and investment by the IDT in non-fruit bearing activities.
Lack of timeous and integrated planning by clients – this often result in adverse programme funding protocol; late start of projects and tensions between IDT and clients.
Client budget deficits – often leads to service provider non payments, litigations, work stoppages, community unhappiness, and bad reputation for the IDT
Conflict between public policy planning cycles and the pace of community based development: Unlike targets primarily reliant on technical inputs (e.g., no. of houses or electricity connections), community-based targets (e.g., community development plans, project and programmes initiated) are dependent on a range of factors (e.g., trust; community priorities;; absorptive capacity; conflicts) which are out of the IDT’s control, determines the pace of sustainable development. The dynamics of community development do not neatly fit within a financial year.
Shareholder: On an annual basis the IDT reviews and agrees on its Shareholders Compact with its Executive Authority, the Minister of Public Works. It represents an agreement between the Executive Authority and the Accounting Authority of the entity, with respect to performance expectations and parameters. The Shareholders Compact is attached as Appendix 3.
Shareholder: On an annual basis the IDT reviews and agrees on its Shareholders Compact with its Executive Authority, the Minister of Public Works. It represents an agreement between the Executive Authority and the Accounting Authority of the entity, with respect to performance expectations and parameters. The Shareholders Compact is attached as Appendix 3.
Board of Trustees: A summary of the race and gender profile of the Board is reflected in Table 7 and the resumes of the Trustees are attached as Appendix 5
Executive Management: A summary of the race and gender profile of the Executive is reflected in Table 8 and the resumes are attached as Appendix 6.
Financial Plan:
Financial Plan:
The IDT’s financial capacity, both current and in the future, is critical to allowing it to succeed in its endeavours.
The overall financial strategy is therefore to optimise its working capital requirements by curtailing overhead expenditure where possible and to accelerate revenue generation mainly through cost recoveries from social infrastructure programmes managed on behalf of government.
The corporate strategy requires the IDT to invest its own funds in meeting its mandate through community-mandated sustainable development and poverty eradication programmes..
Given the depth of chronic poverty and evidence of the costs associated with community-driven and based development, this strategic focus area will require a material and sustainable source of additional funding. Refer to Appendix 1 and 1A of the Corporate Plan
The government has given the IDT R150m for this one year 2011/12 to fund the organisation's budget shortfalls, the transformation and organisational realignment process
Risk Management Plan: Page 34-30
Risk Management Plan: Page 34-30
Fraud Prevention Plan: Page 41
Legislative Compliance: Page 42
Materiality and Significance Framework: Page 34
Human Resources Plan: Page 44
Environmental Plan; Page 47
Communication Plan: Page 47
Information Technology and Management Framework; Page 47
Sustainability Framework: Page 48
Knowledge Management Framework: Page 48
Appendix 1: 2012-14 Budget Framework p.50-56
Appendix 1: 2012-14 Budget Framework p.50-56
Appendix 1A: Budget Framework Schedule p.57-58
Appendix 2: 2012-14 Corporate Business Plan p.59-66
Appendix 3: Shareholder Compact p.67-80
Appendix 4: High Level Organogram p.81
Appendix 5: CV’s of Board of Trustees p.82-93
Appendix 6: CVs of Executive Management p.94-104
The Independent Development Trust hereby presents the Portfolio Committee with Corporate Plan for 2011/12 – 2013/14 cycle for recommendations to Parliament
The Independent Development Trust hereby presents the Portfolio Committee with Corporate Plan for 2011/12 – 2013/14 cycle for recommendations to Parliament
Its planning for the next cycle, 2012/13- 2017/18 is underway.
