APPENDIX 2: 2012-14 CORPORATE BUSINESS PLAN

2012/14 Corporate Plan
1.	STRATEGIC GOAL	SUSTAINABLE DEVELOPMENT	
Strategic Goal Statement	THE IMPLEMENTATION OF TARGETED AND PEOPLE CENTRED INTERVENTIONS FOR SUSTAINABLE DEVELOPMENT IN MARGINALIZED AND IMPOVERISHED COMMUNITIES 	
Alignment To Key Policy Priority Area And Outcomes	•	Developing and implementing a comprehensive rural development strategy linked to land and agrarian reform and food security. (Outcome: Vibrant, equitable, sustainable rural communities contributing towards food security for all
•	Building cohesive, caring and sustainable communities (Outcome: Sustainable human settlements and improved quality of household life)	
1.1 STRATEGIC OBJECTIVE	EMPOWERED COMMUNITIES	
1.1.1	
Objective Statement	TO BUILD EMPOWERED AND COHESIVE COMMUNITIES THROUGH THE DELIVERY OF  INTEGRATED SOCIAL INFRASTRUCTURE WITH PARTICULAR EMPHASIS ON RURAL AREAS	
1.1.2	INTERMEDIATE OUTCOMES	•	Participatory Development
•	Cohesive communities
•	Increased community access to resources and networks
•	Models of rural development 
•	Community assets mobilised	
1.1.3	IMMEDIATE OUTCOMES	•	Baselines for sustainable development
•	Enhanced Community participation 	

1.1.4	OUTPUTS	1.1.5	Performance Indicators 	1.1.6	Baseline 	1.1.7	3-Year Targets	1.1.8	Budget	
Community Driven Development projects 	Number of Baselines	20	Yr 1 (2011/12)	13	

R 46.7 million	
			Yr 2 (2012/13) 	18		
			Yr 1 (2011/12)	19		
	Number of governance structures	20	Yr 1 (2011/12)	13	•		
			Yr 2 (2012/13) 	18	•		
			Yr 3 (2013/14)	19	•		
	Number of projects	20	Yr 1 (2011/12)	13	•		
			Yr 2 (2012/13) 	15	•		
			Yr 3 (2013/14)	17	•		
Ward-Based plans 	Number of Local Area Plans/Community 
Based Plans (LAP’s/CBPs)	9	Yr 1 (2011/12)	15	•		
			Yr 2 (2012/13) 	16	•		
			Yr 3 (2013/14)	14	•		
Active community-based entities  	No. of entities	126	Yr 1 (2011/12)	116	•		
			Yr 2 (2012/13) 	141	•		
			Yr 3 (2013/14)	222	•		
Tested and replicable models of Sustainable Development	No. of innovative models documented	2	Yr 1 (2011/12)	2	•		
			Yr 2 (2012/13) 	3	•		
			Yr 3 (2013/14)	3	•		
Resources leveraged	Cash Resources	Value of Resources leveraged	R 100 million	Yr 1 (2011/12)	R110m		
				Yr 2 (2012/13) 	R 120m		
				Yr 3 (2013/14)	R130m		
	Partnerships	No for partnership agreements	12 partnership agreements	Yr 1 (2011/12)	12	•		
				Yr 2 (2012/13) 	13	•		
				Yr 3 (2013/14)	15	•		

STRATEGIC GOAL	SUSTAINABLE DEVELOPMENT	
STRATEGIC GOAL STATEMENT	THE IMPLEMENTATION OF TARGETED AND PEOPLE CENTRED INTERVENTIONS FOR SUSTAINABLE DEVELOPMENT IN MARGINALIZED AND IMPOVERISHED COMMUNITIES 	
KEY POLICY PRIORITY AREA AND OUTCOMES	•	Speeding up growth and transforming the economy to create decent work and sustainable livelihoods
•	Massive programme to build economic and social infrastructure	
1.2	STRATEGIC OBJECTIVE	INTEGRATED SOCIAL INFRASTRUCTURE 	
1.2.1	OBJECTIVE STATEMENT	THE EFFECTIVE DELIVERY OF INTEGRATED DEVELOPMENTAL SOCIAL INFRASTRUCTURE  IN MARGINALISED COMMUNITIES	
1.2.2	INTERMEDIATE OUTCOMES	•	Increased access to social services (education; health facilities; human settlements; justice); community facilities (MPCCs); and basic economic infrastructure( e.g. access bridges roads; market places)
•	Reduction to social infrastructure targets  
•	Civil society participation in public programme enhanced
•	Emerging enterprises gain market access 	
1.2.3	IMMEDIATE OUTCOMES	•	Mud School eliminated 
•	Creation of decent work
•	Social infrastructure in marginalised areas
•	Departments supported in delivering their mandate 	

1.2.4	OUTPUTS	1.2.5	Performance Indicators	1.2.6	Baseline 
	1.2.7	3-Year Targets	1.2.8	 2011/12 Budget	
Public mandated social infrastructure  spend	•	Value of public-mandate programmes 	R2.0 billion	Yr 1 (2011/12)	R 3 bn	

R 186.7 million	
	•			Yr 2 (2012/13) 	R 3.5bn		
	•			Yr 3 (2013/14)	R4.0bn		
	•	Value and % of public-mandate programme spend	R1.6bn 	Yr 1 (2011/12)	R 2.4bn	•		
	•			Yr 2 (2012/13) 	R 2.8bm	•		
	•			Yr 3 (2013/14)	R3.2bn	•		
	•		80%	Yr 1 (2011/12)	80%	•		
	•			Yr 2 (2012/13) 	80%	•		
	•			Yr 3 (2013/14)	80%	•		
	•	Value of IDT budget in community development 	R 28.3m	Yr 1 (2011/12)	R32m	•		
	•			Yr 2 (2012/13) 	R 32.5m	•		
	•			Yr 3 (2013/14)	R 33. 27m	•		
	•	Value and % of BEE spend as a component of BEE programme spend	R 960m	Yr 1 (2011/12)	R1.4bn	•		
	•			Yr 2 (2012/13) 	R 1. 68bn	•		
	•			Yr 3 (2013/14)	R 1. 92bn	•		
	•		60 %	Yr 1 (2011/12)	60%	•		
	•			Yr 2 (2012/13) 	60%	•		
	•			Yr 3 (2013/14)	60%	•		
	•	Value and &% Women contractors and service providers spend 	R400m	Yr 1 (2011/12)	R 600m	•		
	•			Yr 2 (2012/13) 	R 700m	•		
	•			Yr 3 (2013/14)	R 800m	•		
	•		25 %	Yr 1 (2011/12)	25%	•		
	•			Yr 2 (2012/13) 	25%	•		
	•			Yr 3 (2013/14)	25%	•		
Infrastructure delivered	Minimum number of community facilities erected 	699 facilities	Yr 1 (2011/12)	1 050		
			Yr 2 (2012/13) 	1 110		
			Yr 3 (2013/14)	1 245		
Capacity building 	No. of women contractors supported	55	Yr 1 (2011/12)	65	•		
			Yr 2 (2012/13) 	70	•		
			Yr 3 (2013/14)	75	•		
Job creation	No. of jobs created	35 000 jobs	Yr 1 (2011/12)	35 732	•		
			Yr 2 (2012/13) 	40 231	•		
			Yr 3 (2013/14)	42 401	•		
		24 000 EPWP-NSS	Yr 1 (2011/12)	32 500	•		
			Yr 2 (2012/13) 	52 699	•		
			Yr 3 (2013/14)	44 600	•		

2	STRATEGIC GOAL	EFFECTIVE AND EFFICIENT ADMINISTRATION	
Strategic Goal Statement	To ensure that the IDT is an efficient, effective and compliant public entity and development agency	
Key Policy Priority Area and Outcomes	•	Building a developmental state, including improvement of public services and strengthening democratic institutions (Outcomes: An efficient, effective and development oriented public service; Effective governance including sound performance management)
•	Strengthen the skills and human resource base (Outcome: A Skilled and capable work force to . support an inclusive growth)	
2.1	STRATEGIC OBJECTIVE	•	Efficient, effective and compliant administration	
2.1.1	Objective Statement	The implementation of targeted, people centred sustainable development in marginalised and impoverished communities 	
2.1.2	INTERMEDIATE OUTCOMES	•	IDT’s Financial sustainability ensured 
•	Cost effective service delivery model 
•	Management Practices sound and fully aligned with legislation  and protocols (Strategic Planning; performance management;  people management; risk management and compliance; corporate governance) 	
2.1.3	IMMEDIATE OUTCOMES	•	Business Case: Long-term Sustainability of the IDT is approved by the Shareholder
•	IDT is a going concern 
•	Financial Management complies with GAAP
•	Unqualified Audit Report
•	Optimum Efficiencies attained 
•	Strategic Planning complies with Government Wide Monitoring and Evaluation Framework
•	An operationally effective and development oriented performance management system
•	Organisational structure and Human Resource Development Plan realigned to IDT’s Strategic Plan	

2.1.4	OUTPUTS	2.1.5	Performance Indicators	2.1.6	Baseline 	2.1.7	3-yr Targets	2.1.8	Budget	
Compliant organisation	Clean Audit report	Full compliance	Yr 1 (2011/12)	Full Compliance 	

R 77.9 million	
	ENE Submission		Yr 2 (2012/13) 	Full Compliance	•		
	Corporate Plan		Yr 3 (2013/14)	Full Compliance 	•		
Sustainable organisation	% Efficiency ratios	10%	Yr 1 (2011/12)	10%	•		
			Yr 2 (2012/13) 	10%	•		
			Yr 3 (2013/14)	10%	•		
	% Budget variance	5%	Yr 1 (2011/12)	5%	•		
			Yr 2 (2012/13) 	5%	•		
			Yr 3 (2013/14)	5%	•		
	Value of managed fees recovered 	100%	Yr 1 (2011/12)	100%	•		
			Yr 2 (2012/13) 	100%	•		
			Yr 3 (2013/14)	100%	•		
Effective and efficient delivery 	Payment Turnaround time from receipt of invoice	14-days	Yr 1 (2011/12)	14-days	•		
			Yr 2 (2012/13) 	14	•		
			Yr 3 (2013/14)	14	•		
	Turnaround Time: Conclusion of Programme Implementation agreements	45-days	Yr 1 (2011/12)	45-days	•		
			Yr 2 (2012/13) 	45-days	•		
			Yr 3 (2013/14)	45-days	•		
	Recruitment Turnaround Time	120-days	Yr 1 (2011/12)	90-days	•		
			Yr 2 (2012/13) 	90-days	•		
			Yr 3 (2013/14)	90-days	•		
Sound Governance 	Quarterly Performance Reports 	Quarterly	Yr 1 (2011/12)	Quarterly		
			Yr 2 (2012/13) 	Quarterly		
			Yr 3 (2013/14)	Quarterly		
	AG’s report	Meets AG requirements	Yr 1 (2011/12)	Meets AG requirements		
			Yr 2 (2012/13) 	Meets AG requirements		
			Yr 3 (2013/14)	Meets AG requirements		
	Board meetings	As planned	Yr 1 (2011/12)	As planned		
			Yr 2 (2012/13) 	As planned		
			Yr 3 (2013/14)	As planned		
Optimal Human Capital base	Staff Occupancy Rate	85%	Yr 1 (2011/12)	85%	•		
			Yr 2 (2012/13) 	90%	•		
			Yr 3 (2013/14)	90%	•		
	Value and % of budget invested in staff development	1.5% of salaries	Yr 1 (2011/12)	1.5% of salaries	•		
			Yr 2 (2012/13) 	1.5%	•		
			Yr 3 (2013/14)	1.5%	•		

2.2	STRATEGIC GOAL 2.2.	EFFECTIVE AND EFFICIENT ADMINISTRATION	
Strategic Goal Statement	THE IDT IS AN EFFICIENT, EFFECTIVE AND RELEVANT DEVELOPMENT AGENCY 	
Key Policy Priority Area and Outcomes	•	Building a developmental state, including improvement of public services and strengthening democratic institutions (Outcomes: An efficient, effective and development oriented public service; Effective governance including sound performance management)
•	Strengthen the skills and human resource base (Outcome: A Skilled and capable work force to support an inclusive growth)	
2.2.1	STRATEGIC OBJECTIVE	TRANSFORMED IDT 	
2.2.2	
Objective Statement	TO PLAN AND IMPLEMENT THE TRANSITION OF THE IDT FROM THE CURRENT STATE TO A TRANSFORMED IDEAL STATE 	
2.2.3	INTERMEDIATE OUTCOMES	•	IDT’s’ revised mandate approved by Cabinet 
•	IDT’s Long-Term Sustainability is ensured
•	Revised policy environment (legislation; corporate form; governance framework) 	
2.2.4	IMMEDIATE OUTCOME	•	Business Case: Long-Term Sustainability of the IDT is approved by the Shareholder
•	Vision and Transition Plan for a New IDT concluded and approved 
•	Budget Allocated for the transition by National Treasury is applied as planned (Optimum Efficiencies; revised Organisational structure and service delivery model)
•	Business Model for sustainability in place	

2.2.5	OUTPUTS	2.2.6	Performance Indicators	2.2.7	Baseline 	2.2.8	 2011/12 Targets	2.2.9	Budget	
2.2.10	Transformation Plan 	•	Concept document
•	Implementation Plan
•	Programme plan and structure	None	•	Business Case Plan	

R 40.5 million	
2.2.10.1	Strategy, Services and Structure 	•	Service Delivery Model
•	Interim transition plan approved	None	•	Service Delivery Model designed and tested		
2.2.10.2	Change Management, OD, HR & IR	•	Communications Plan 
•	Human capital plan
•	IR strategy 	None	•	Revised organisational structure approved	•		
2.2.10.3	Legal and Governance 	•	legislative framework and draft policy	None	•	Legislative framework and draft policy in place	•		
2.2.10.4	Financial Modelling and Risk Assessment	•	Map the systems	None	•	Funding Model	•		
2.2.10.5	Stakeholder Management 	•	Consultation with significant stakeholders
	None	•	Stakeholder participation, inputs and approvals as required 	•		
2.2.11	Development Action Learning Hubs 	No. of laboratories deployed	None 	2	•