• 2003 Environmental scan: world has not changed policies will not change: shift in emphasis
• Confirmation

Shareholders commitment to poverty

Ten years review

State of the Nation

• Vision. mission, interpretation of mandate: Correct Q
• Corporate strategy: SHIFT IN FOCUS

Sustainable development

Output vs. Outcomes (Suit of offerings)

• Government’s 5-year Programme of Action. 1st concrete, public commitment (we are so clear: ho us accountable)
• 1st and 2nd Economy: Synergy and Mainstream

• Discourse: 2006 5% of GDP to safety net. Sustainable?

• Frame of reference: The IDT delivers measurable sustainable development outcomes

• Sustainable development:

Is a process generated and sustained by the energy of a society

• Can only be as effectives as the people want it to be

• lDT's experience derived from its portfolio e.g.:

ISRDP

LAP's

Zivuseni

PRP projects

• Lessons learnt: positions the IDT generate unique solutions for the expanded Public Works Programme

• Synergies between ISRDP & EPWP

Long- Term. vs quick wins

10 years- 5-years

No separate budget

MiddIe of an MTEF

Presidential Programme: vision centpol: but solutions localised

• Knowledge Management

Document unique developed models in each node

• Mobilising resources: social investment, donors
• Stakeholder Mobilization
• Mechanism for monitoring & evaluation
• Limitation: Not document our new development practice re. Coordination planning & management

• Institutional Arrangements – Stakeholders Mobilisation

• An IDT creation: innovative, relevant development product
• Not an end in itself: Process tool

• Community mobilization in development planning
• Partners (donors, corporates) are persuaded by well planned projects
• Implementation outsourced: did not create a cadre LAP professionals. Knowledge & experience lost

• Greenfield
• Sharpened our delivery systems
• Provided 1DT with undisputed capability statement ( no competitors)
• Lesson: Created 7000 & 26 000 jobs; No Data base: unable to track and demonstrate outcomes

• Targeting the poorest of the poor; those who are outside or have fallen through the safety net
• Over 3000 projects over 5 years
• Project Officers: enhancing absorptive capacity of projects and the department
• Opportunity to graduate from survivalist initiatives to emerging enterprises (DTI, DME)

• Marshall Plan: 1 million jobs 5-years
• Under promising and expect to over deliver
• Challenge for government:

Exit management.

How to translate ST jobs into full productive employment

• Opportunity: IDT facilitate convergence between ISRDP. EPWP and Project Consolidate- sustainable development and local government; productive employment

• IDT brand: The 1 million are people

People centred development solutions, not technicist outputs

• Dynamic (not dead) data base but stratify unemployed. Not homogenous
• Interact with people at entry, exit and facilitate entry into future alternatives
• Essence of the shift in emphasis:

IDT discourse: the poor, the unemployed

The poor arc women, youth, children, in MP, NC.

• People's Contract: Best practice

Create hope

Sustain the momentum generated by the elections

Support Imbizo's

• How? What?

CVs

Pictures, Document stories

Focus groups

lncubator for development/social indicators

Organizing individuals in communities into focused entities

Partnership with NDA, DoL, dti, DoComm

• Support Provincial EPWP lead Departments in coordinating EPWP.
• Support NDPW in implementing Maintenance of Public Buildings (MPB) programme
• Programme Implementing Agent
• Community facilitation
• Database management
• Capacity building and management of exit strategies

• Support Provincial EPWP Lead Department? in coordinating EPWP

• Develop framework for provincial implementation

• Monitoring and reporting on provincial EPWP

• PIA

• Programme Implementation

• Training and Skills Development

• Beneficiary Exit Strategies

North West Depart men f of Public Works

• Support NDPW in implementing Maintenance of Public Buildings Programme.

• Facilitation

• Training

• Beneficiary exit strategies

• Monitoring and evaluation

• Stakeholder mobilization and facilitation

• Liaise with all stakeholders including local and provincial governments

• Community facilitation

• Facilitate learnership programmes

• Development of beneficiary database

• Development and management of beneficiary database system.

• Beneficiary capacity assessment

• Monitor beneficiaries from entry, exit and

• MOA for Maintenance of Public Buildings (MPB) with NDPW

• MOU with Construction Education an Training Authority (CETA)

[PMG note: table not included]