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  1. Independent Development TrustPresentation toPortfolio Committee for Public Works2010/12 Corporate Plan9 June 2009

  2. Content • Compliance Statement • Overview • 2010/12 Corporate Strategy • Partnerships • Long-term Sustainability • Concluding Comments

  3. Compliance Statement • 2010/12 Corporate Plan is prepared in compliance with: • Chapter 29 of the Treasury Regulations; • Section 52 of the PFMA, which enjoins government departments and public entities to prepare a three-year Corporate Plan; and, • The structure complies with National Treasury’s 2008 Practice Note on the submission of Corporate Plans.

  4. Overview

  5. Overview • The IDT is • Trust • Development Agency • 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

  6. Further refinements to Mandate • 1998: Amended Deed of Trust • Cabinet October 2000: Support government with coordinated management of the ISRDP • Presidency: Support ASGISA: March 2006 • Cabinet November 2008: Programme Management Agency for the Jobs for Growth Programme

  7. How we understand our mandate • Support the social policy agenda : • halving poverty and unemployment (creation of decent work an sustainable livelihoods) • measurable improvements in the quality of life; and, • social cohesion • IDT established as a redistributive mechanism • Hence we support all spheres of government with • planning and implementing the national development agenda with particular reference to the eradication of structural intergenerational poverty, employment creation; sustainable development and sustainable livelihoods • monitoring the effectiveness of interventions • deriving, documenting and sharing the lessons • Includes interventions initiated, designed and funded by the IDT

  8. Changingroles: responsive organisation • Over the 19 years of its existence, the IDT’s role in the development sector has evolved: • grant making agency • programme implementation agency • development planning & implementation • development integration and coordination • Programme design • Social facilitation • Demonstrated the capacity to ‘reinvent’ ourselves in response to the environment- remain relevant to our mandate

  9. Business Model • Anchored in the IDT’s • Commitment to the eradication of poverty, unemployment and alienation of majority trapped in the cycle of chronic intergenerational poverty; and, • Confidence in the social policy agenda • Belief that no single institution can do it alone • Government has the resources and the political will • Private sector, donors: do not have reach/experience • Poor: do not have capacity or power to access resources • Hence there is a Development Gap which needs vehicles

  10. 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 IDT Business Model

  11. Vision and Mission • Vision • To be the leading knowledge-based development agency • Mission • The IDT, with strategic partners, will enable poor communities to access resources, and to recognize and unlock their own potential to continuously improve the quality of their lives

  12. 2010/2030 Strategic Vision

  13. Executive Summary • Strategic Objectives • To attain sustainable livelihoods through people centred development interventions • To pioneer innovative development solutions • To ensure excellence in service delivery

  14. Sustainable Development Solutions Figure 1: Together, Eradicating Intergenerational Poverty IDT Methodologies & Resources Partner Resources COMMUNITY ASPIRATIONS & ASSETS IDT social facilitation & mobilisation igniting innovation

  15. 2008/09 Expenditure by Programme Category

  16. Strategy: Page 17-22 • Key roles: How will we do it? • Advocacy • Operational programmes which reach outlying communities • Best practice and capacity Building • Coordination • Leveraging of public sector and social partner resources • Integration

  17. IDT Aligned to the MTSF and National Priorities….

  18. IDT Aligned to the MTSF and National Priorities….

  19. IDT Aligned to the MTSF and National Priorities….

  20. IDT Aligned to the MTSF and National Priorities….

  21. Concluding Comments on Corporate Plan • 2010/30 Strategic Vision concluded in Aug-08. However, demonstrates the IDT’s effective anticipation of the changes in the social policy agenda • Have already begun to review KPI’s and targets to ensure that we support the POA. E.g., submission to Social Protection and Community Development Cluster to deliver 9 functional schools and 4 Integrated Service Delivery Sites; implementing agency for the non-state sector of EPWP 2

  22. 2010/12 Budget

  23. Main considerations DFI Review: (Business Case & expected funding) Strategic shift Existing financial capacity over the MTEF period

  24. MTEF Comparative Figures

  25. Budget: Concluding Comments Total budget increase is conservative and is in line with approved budget guidelines Allocations can be afforded in MTEF period Limited capacity exist to significantly impact on revenue generating capacity in the short term Cost efficiency of project initiated

  26. Partnerships

  27. Partnerships Partnerships are inspired by IDT’s mission to work “with strategic partners, [to] enable poor communities to access resources, and to recognize and unlock their own potential to continuously improve the quality of their lives”. These have included: International corporation partnerships directed at improving the capacity of the IDT and state to deliver such as Kellogg Foundation and the Republic of Cuba Civil Society partnerships directed at gender mainstreaming and women’s empowerment including the Progressive Women’s Movement of SA, SA Women in Dialogue (SAWID), South African Women in Construction (SAWIC) those directed at promoting economic participation, social cohesion and sustainable livelihoods which have included economic sector partners including small and medium sized contractors, the NEF, and Lonim Platinum as well as civil society organisations such as Khanya and SOMAFCO X Consequently the IDTis in the process of finalising its stakeholder and resource mobilisation strategies with a view of integrating and synergizing its relations

  28. Long-term Sustainability of the IDT

  29. Board Decisions: August 2005 • The IDT must invest its resources in innovative models of people-centered development and create the best practices and success stories in poverty eradication. This implied: • The reduction of the capital base • The IDT would be able to demonstrate its effectiveness to the Shareholder and citizenry thus persuading them to recapitalize the IDT as a further investment to the national development agenda.

  30. The Board decision 25-Oct-06 • Accepts that operational budget might\will in future exceed income. However the IDT remains: • Relevant in its mandate • Invaluable to the Shareholder • A leading development agency • Did not and could not have predicated: • the real value of inflation which has decreased purchasing power of the capital base. • Fluctuating & diminishing real interest rates which are well beyond our control • Escalating cost with the exponential growth in business. This growth in the portfolio is expected to continue • The outcomes of the DFI review which confirmed the IDT’s role as a development agency but also highlighted the need for the IDT to charge public sector entities for services rendered

  31. Institutional integrity Financial Sustainability Relevance of Mandate Long-term Sustainability:three interdependent pillars

  32. Business Case Process to date • In June 2006 The IDT, with the support of DPW approached National Treasury, who recommended the Business Case process. • Started in Nov-06, but halted due to the DFI Review which was ‘concluded’ in May-07, which resumed in Aug-07 • May 08: Business Case refined by the Board and aligned to corporate Strategy • Cabinet Memo drafted to make decision on mandate of the IDT and advocate recapitalisation • Rationale has been revised based on the 2010/30 Strategy as well as MTSF priorities • Costing model being finalised

  33. THANK YOU Thembi Nwedamutswu: Chief Executive Officer (012) 845 2061 +27 82 611 4000