Contact the IDT National Office

+27 (0) 12 845 2000 +27 (0) 12 348 0939

We are responsible for delivering social infrastructure and social development programme management services on behalf of government. The social infrastructure programmes we deliver include public schools, clinics, community centres, government offices and these are predominantly in rural communities in the nine provinces of South Africa.


Eastern Cape Province came into existence in 2004 with the amalgamation of the former Homelands of Transkei, Ciskei and the eastern portion of the Cape Province. It is located in the Eastern seashore of the Republic of South Africa. The province is in the border of Lesotho, KwaZulu-Natal, Free State and Western Cape. The capital city of the province is Bhisho and it has two largest cities which are Port Elizabeth and East London.

The population of the province is estimated around 6, 786 900 people which is made up of 86.3% of Blacks, 8.3 Coloured, 4.7% White and 0.4 Indians. The languages that are spoken in the province are IsiXhosa (78.8%), Afrikaans (10.6%), English, (5.6%) and seSotho (2.5%).

Contact Details

The province is made of 37 municipalities, which are constituted as follows:

  • Nelson Mandela Bay Metropolitan (Port Elizabeth)
  • Buffalo City Metropolitan (East London)
  • Alfred Nzo Districts
  • Amatole District
  • Cacadu District
  • Chris Hani District
  • Joe Gqabi District
  • OR Tambo District

IDT Eastern Cape Contact Details:

Physical Address


Palm Square Business Park,

Bonza Bay Road,

Silverwood House,

Beacon Bay ,

East London,


Postal address


P.O. Box 2679

Beacon Bay

East London


Contact Details:


Tel: (043) 711 6000

Fax: (043) 748 5547


The management of the IDT Eastern Cape is constituted as follows:

Regional General Manager:

Mr Phumlani Mdleleni (Acting)

(043) 711 6013



Programmes undertaken by the IDT Eastern Cape are:


Education Portfolio:

The Eastern Cape ASIDI Water and Sanitation programme is aimed at the provision of sustainable basic services to schools specifically to 201 schools within the O.R Tambo and Alfred Nzo District Municipalities. 181 projects are under construction, 9 projects at adjudication stage, 10 projects are at tender stage and 1 project has been withdrawn by the Department..
Health Portfolio:

Justice and Safety portfolio

Rural Development and food security portfolio:
Comprehensive Rural Development Programme
Rainwater Harvesting

PPP Food Security Programme

The Programme in the Eastern Cape is implemented through a tripartite Service Level Agreement between the Department of Rural Development and Agrarian Reform (DRDAR), IDT and the Eastern Cape Rural Development Agency (ECRDA) which had a budget of R38m.
The programme targets Crop Production in the four (4) District Municipalities viz.; Alfred Nzo; Amathole; Chris Hani and OR Tambo.
All the activities planned have been completed. Work done by ECRDA has been verified and a report compiled. A close out report will be prepared as soon as all the transactions have been finalized.

Rural Household profiling

Department of Rural Development Enterprise Development
Food for Waste Programme
Expanded Public Works Non-State Sector
Working for Ecosystems
Arts, Sports and Culture

Heritage sites development and upgrades

The purpose of this programme is to preserve, protects and promote awareness of the historic sites, in remembrance of those who have made a significant contribution to the Republic of South Africa.

The heritage sites development and upgrades in the Eastern Cape consist of the OR Tambo Legacy Projects in the Mbizana Local Municipality, Eastern Cape, which includes the renovating and upgrading the OR Tambo Homestead constructing the OR Tambo and Khananda Memorial.

OR Tambo Legacy Projects

These projects consist of undertaking renovations on the existing two bedroom OR Tambo dwelling, Aunt Gerty house and 4 rondavels. The project also consist of the construction of a new family house with two rondavels, a welcome Centre, the installation of the Perimeter fence for the entire homestead and improving the existing vegetable garden, Cattle Kraal and Chicken coop.
OR Tambo Memorial
This project consist of the construction of the Legacy pathway, landscaping and erecting the OR Tambo Statue.
Khananda Memorial
The scope of the works consists of the construction of the Interpretative Centre, where

Ingquza Hill Museum.

The scope of the work consists of the construction of six workshops, a display area, offices, a guardhouse, kitchen, toilets, parking (including the external works and installation of perimeter fencing for the museum.

As part of the project, the IDT has embarked on a stakeholder consultation exercise which includes holding meetings with the Veterans and the Ingquza Hill Local Municipality. Over and above the stakeholder consultation, the IDT and the Department of Environmental Affairs have done a basic Environmental Impact Assessment (EIA) and the basic Heritage Impact Assessment (HIA). In this process, a report has been produces which has been approved by the Department and the South African Heritage Resource Agency (SAHRA).

Project Gallery

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Executive Summary

Executive Summary: 2014 Regional Environmental Scan


This document provides a synopsis of the key issues characterising and impacting on the operations of the IDT Eastern Cape Regional office. The contents are extracted from the main environmental scan report prepared by the regional office. The reader is therefore directed to the main report for the main content.


2.1  Background

The Eastern Cape population, is estimated at 6 562 053 which is 12,7% of the total population of South Africa (51 770 560) with land mass of 168 966 in square kilometres. Comparing the Census 2001 with Census 2011 population estimates, the provincial share of the total population showed a decline from 15% to 12,7%. Census 2011 showed that the Eastern Cape recorded the highest number of out-migrations, followed by Limpopo Province. The preferred provinces by the inhabitants seeking employment and other opportunities outside the province are the Western Cape, Gauteng and KwaZulu-Natal.

2.2  Political & Administrative perspective     

The province is governed by African National Congress (ANC) which won the previous elections by 70.9%, with 45 seats. It has many opposition parties but the main three parties are the Democratic Alliance (DA), United Democratic Movement (UDM), Economic Freedom Fighters (EFF), Congress of the People (COPE) and African Independent Congress (AIC) which won by 16.20 (10 seats), 6.16% (4 seats), 3.48% (2 seats), 1.20% (1 seat) and 0.77 (1 seat) respectively.


In his speech, Honourable Premier Phumulo Masualle made a declaration in his State of the Province Address that the province will be consistent with the manifesto of the African National Congress and the National Development Plan. The province has decided, over the next five years, to focus on seven strategic priorities, namely, transforming the economy to create jobs; rural development and food security; quality education; better healthcare for all; fighting crime and corruption; integrated human settlements and building cohesive communities; and strengthening the developmental state and good governance.

2.3  Socio -Economic perspective

Population Size 12.7% (6 562 053 of national population of 51 779 560)
Population Gender
Females 53%
Males 47%
0-14 33%
15-64 60.2%
65+ 6.7%
No schooling 10.5%
Some Primary 18.2%
Completed Primary 6.2%
Some Secondary 36.3%
Grade 12/std 10 19.8%
Higher 8.7%
Other 0.2%
Key economic sectors
Unemployment Rate 37.5%
Average household per capita/income 64 550
HIV Prevalence

2.4  Physical perspective        

The Province of the Eastern Cape is located on the south-eastern seaboard of South Africa. Measuring 168 966 km2 in extent, the province makes up 13, 8% of the country’s total land mass.

The Indian Ocean forms the south-east border, with the north-east boundary shared with KwaZulu-Natal, the Free State Province and the Kingdom of Lesotho to the north, the Western and Northern Cape Provinces to the south-west. The province has 6 district municipalities and two Metropolitan Municipalities.

2.5  Service delivery   

Level of access to basic services
Households using electricity for cooking, heating, and lighting 56.1%
Households with access to refuse removal services by the local authority 43.5%
Households with access to piped water inside dwelling or yard 49.5%
Households with access to piped water outside dwelling and yard 28.4%
Households with no access to water 22.1%
Average size 3.7%
Main dwelling
Formal 63.2%
Informal 7.7%
Traditional 28.2%
Flush toilet (connected to sewerage system) 40.4%
Flush toilet (with septic tank) 2.5%
Chemical toilet 3%
Pit Toilet with ventilation (VIP) 13.9%
Pit Toilet without ventilation 20.2%
Bucket latrine 2.3%
Other 5%
None 12.7%
Access roads



3.1  Competitor Analysis

IDT does not have market competition, however the Government Departments makes use of several national and provincial Implementing agents, depending on need capacity and mandate. In terms of Programme Delivery, Social Infrastructure and Social Development, the other players in our space are;

  1. Coega Development Services on Health, Education and Municipal Infrastructure Portfolios
  2. Development Bank of South Africa DBSA on Municipal Support and ASIDI roll out
  3. Mvula Trust on Sanitation needs
  4. ECDC on Schools program, SMME, and LED

IDT still maintains the lead on the above mentioned because of the integrated approach to Social Infrastructure by migrating from outputs to outcomes.

(There were specific bullets that needed to be answered and I am not picking the information from the regional report. May I suggest they make their responses in response to the bullet forms either in bullet from or table form). I have attached below what was supposed to be answered, highlighted in Green.

Competitor Analysis


In terms of Programme Delivery, Social Infrastructure and Social Development:

  • Who are the main actors/competitors?
  • Who dominates the market?
  • What products and services similar to those offered by the IDT do they provide?
  • Which locations are targeted by the competitors?
  • What is their competitive advantage?
  • What has been the effect on the IDT region’s product and service offering, reputation and market position?

3.2  Client Analysis     

Our Provincial Clients are as follows;

  1. DOE and IDT have agreed on a 2014/2015 portfolio budget of R623 Million for current and new programs
  2. The Department of Roads and Transport have allocated R150 Million for the construction and Maintenance of Provincial Rural Gravel Access Roads
  3. Other business that contribute to the Region are national Programs such as;
  • Department of Arts and Culture R35 Million for 2014/2015
  • Department of Basic Education (ASIDI) R200 Million 2014/2015
  • Department of Correctional Services (R55 million 2014/2015)
  • Department of Justice R9 Million
  • EPWP
  • Working for Water


The primary core needs of the clients are the core values of Program Management in delivering Social Infrastructure and Social development programs, which are;

  1. Within the required time (A complete project is the one which has an approved final account and Close out report submitted to DR&PW)
  2. Within the required scope and quality (As prescribed by the SDP and National department of Public Works Specifications and Standards)
  3. Within the required Budget (within the parameters of the agreed contracts together with reasonable approved Variation Orders)


Other Government needs are fulfilling the national government mandates of BBBEE, Economic transformation, Job creation, Enterprise development, community involvement.


(There were specific bullets that needed to be answered and I am not picking the information from the regional report. May I suggest they make their responses in response to the bullet forms either in bullet from or table form). I have attached below what was supposed to be answered, highlighted in Green.


Client Analysis

In terms of Programme Delivery, Social Infrastructure and Social Development:

  • Who are our (paying) clients?
  • What are their core needs?
  • What are their wants?
  • What are their preferences?
  • What (extraneous/non-essential) additional products/services are they prepared to pay for?
  • Which of these products and services does the IDT directly provide?
  • Which of these products and services can the IDT provide through third parties?

3.3  Supplier Analysis 

Please refer to the comments for client and competitor analysis above. I have attached the specific questions they were supposed to have answered as well below.

Supplier Analysis

The IDT model on Programme Delivery, Social Infrastructure and Social Development requires the need for use of service providers. The Service providers are;


  • Project managers who are registered with the statutory bodies
  • Architects, Quantity Surveyors, Consulting Engineers, Construction Managers, OHS Consultants, Environmental Consultants, Geo Surveyors, Land Surveyors, Town Planners and Heritage Consultants who are registered with the statutory bodies
  • Contractors who are registered with CIDB
  • And Suppliers of other support services


The IDT sources these services from within the province and if need arises, they source from outside the province.


4.1  Business Generation

National % Provincial %
TOTAL 8 054 714 969 100 2 148 652 281 27 5 906 062 688 73
Eastern Cape 1 097 778 117 13.63 584 022 212 53 513 755 905 47

4.2  Key Opportunities

Provincial Key Political areas of focus in the IDT space are;

  • Job Creation EPWP and Program benefits
  • Urban and Rural Municipal Infrastructure (Energy, access roads, water, solid water and Sanitation)
  • Renewable energy as Rural LED
  • Rural Socio-economic development (LED, Poverty alleviation, food security and health)
  • Social Infrastructure (especially Education and Health)
  • Human Settlements (Urban and Rural)

4.3  Portfolio Growth   

Value Social Infrastructure Social Development
Programmes No. of Projects Programmes No. of Projects
1 035 020 861.00 ASIDI 344
663 318 641.00 Upgrades, Renovations and Refurbishment 531
150 556 203 Correctional Services 12
40 703 204.32 Heritage Programmes 2
279 516 000.00 Community Facilities 6
2 169 114 909.32 5 895


5.    SWOT
  • Sound Leadership and central management from Head Office
  • Sound Internal Processes and Controls
  • Sound Operating environment with a healthy portfolio
  • Healthy relationship with clients
  • Sound financial position
  • Reasonably high staff moral with job satisfaction
  • Sound Governance
  • Rigid ICT policy
  • Slow response to appropriate technical staff recruitment policy
  • Poor work culture and lack of corporate and social cohesion
  • Poor corporate visibility and lack or rather absence of branding
  • Ambiguity as to who we are as a Region, Program managers or program accountants or Post Master General
  • The lack and or shortage of registered skilled staff is hindering the management of SPS’s and contractors.


  • Opportunities offered in the National space are categorised in creating an enabling environment, enabling policy pronouncements and audience with policy makers in order to influence direction of our space
  • By the Global environment in our space are in terms of Global Strategic Partnership and transfer of skills and knowledge sharing.
  • Within the national space is a radical change in government policy on social infrastructure implementation which would see entities like IDT being made redundant as part of the government reform and rationalization process
  • Negative changes in the funding model of charging a sustainable management fee could threaten our existence
  • Poor development of renewable resources will affect long term economic sustainability
  • The South African economic growth path is over reliant on resource intensive based sectors which in itself is unsustainable because it leaves the country exposed to volatility in commodity prices.

6.1  Strategic Analysis

The region was supposed to respond to the below information in green; however, they did not. May they kindly populate this section.



  • Scenarios
  • Competitive positioning
  • Market positioning
  • Branding and brand management
  • Portfolio – size, diversity, management
  • Technology and systems to support business
  • Human capital development, retention, etc.
  • Funding, i.e. ensuring financial sustainability
  • Risk management
  • Other …

6.2  Implications

The region was supposed to respond to the below information in green; however, they did not. May they kindly populate this section.

Based on the SWOT Analysis, what are the key implications of the results in terms of the following strategic elements?

  • Positioning the Corporate IDT as a premier public sector programme management agency nationally?
  • Mitigating business risks?
  • Ensuring national office sustainability?
  • Ensuring IDT sustainability corporately?