Contact the IDT National Office

+27 (0) 12 845 2000 +27 (0) 12 348 0939 info@idt.org.za

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.

Contact Details

Location Of The Regional Office
Physical Address:

Old Magistrate Court

21 – 23 Market Square

Kimberly

8301

Contact Details:

 

Regional Management

Regional General Manager

Ms Patience Mokhali

Project Gallery

Northern-Cape-IDT-Independent-Development-Trust-021 Northern-Cape-IDT-Independent-Development-Trust-001 Northern-Cape-IDT-Independent-Development-Trust-002 Northern-Cape-IDT-Independent-Development-Trust-003 Northern-Cape-IDT-Independent-Development-Trust-004 Northern-Cape-IDT-Independent-Development-Trust-005 Northern-Cape-IDT-Independent-Development-Trust-006 Northern-Cape-IDT-Independent-Development-Trust-007 Northern-Cape-IDT-Independent-Development-Trust-008 Northern-Cape-IDT-Independent-Development-Trust-009 Northern-Cape-IDT-Independent-Development-Trust-010 Northern-Cape-IDT-Independent-Development-Trust-011 Northern-Cape-IDT-Independent-Development-Trust-012 Northern-Cape-IDT-Independent-Development-Trust-013 Northern-Cape-IDT-Independent-Development-Trust-014 Northern-Cape-IDT-Independent-Development-Trust-015 Northern-Cape-IDT-Independent-Development-Trust-016 Northern-Cape-IDT-Independent-Development-Trust-017 Northern-Cape-IDT-Independent-Development-Trust-018 Northern-Cape-IDT-Independent-Development-Trust-019 Northern-Cape-IDT-Independent-Development-Trust-020

Executive Summary

Executive Summary

1.  PURPOSE

This document provides a synopsis of the key issues characterising and impacting on the operations of the IDT Northern 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.  PROVINCIAL OVERVIEW

2.1  Background

The Northern Cape Province is a large, sparsely populated province of South Africa, established in 1994 when the Cape Province was split up into three provinces. Its capital is Kimberley.  Other major towns of the province include Upington, Springbok, and Kuruman.

The province includes the Augrabies Falls and the diamond mining regions in Kimberley and Alexander Bay. The Namaqualand region (in the west) is famous for its Namaqualand daisies and the Square Kilometre Array (SKA). The Orange River flows through the province, forming the borders with the Free State (in the south east) and with Namibia (to the Northwest and Kuruman), in the north east of the province.

2.2  Political & Administrative perspective

The province is governed by the African National Congress which won the 2014 elections by 64.40% with 20 seats. It has many opposition parties but the main three parties are the Democratic Alliance (DA), Economic Freedom Fighters (EFF) and Congress of the People (COPE) which won by 23.89% (7 seats), 4.96% (2 seats) and 3.60% (1 seat) respectively.

In the State of the Province Address, Honourable Premier Mrs Sylvia Lucas mentioned the following to be the priorities of the province in alignment to the priorities as mentioned in the State of the Nations Address. The province wants to accelerate provision of basic services (access to water, electricity, sanitation and refuse removal); promoting transparency and accountability in financial management; improve on the existing economic programmes; increase its Provincial GDP; expand renewable energy programmes; intensify the Agriculture, rural development, food security and land reform programmes; implement flood assistance scheme; upgrade of the key transport infrastructure projects; explore investmets in manufacturing; focus on the Astronomy project Southern Africa Large Telescope (SALT); intensify the focus on the education portfolio, mainly for the Sol Plaatje University and Student Funding; address challenges for the lack of maintenance of infrastructure and public facilities; create jobs mainly in the Expanded Public Works Programmes (EPWP); take special measures to address youth development programmes; resuscitate the women empowerment initiatives; intensify fight against crime and corruption; explore the environment and nature conservation initiatives to address challenges of unemployment, poverty and inequality; promote investments in the tourism industry; provision of quality health care through emergency medical services, the new regional hospital in Upington, reduction of HIV/AIDS infections, Mandela/Castro Medical Programme, training of 200 auxiliary nurses and National Health Insurance (NHI); promotion of sports, arts and culture; and, improve the living conditions of the poorest and most vulnerable through social services.

2.3  Socio -Economic perspective

Perspective
Population Size 1 145 861 ( total national population)
Population Gender
Females 580 889
Males 564 972
Age
0-14 30.1%
15-64 64.2%
65+ 5.7%
Literacy/Education
No Schooling 11.3%
Some Primary 17.1%
Completed Primary 6.3%
Some Secondary 34.9%
Grade 12/std 10 22.7%
Higher 7.5%
Other 0.3%
Key economic sectors Mining & Mineral Beneficiation, Manufacturing, Agriculture and Agro-processing, Science, Technology, PBO &O and ICT, Green Economy, Tourism and Infrastructure
Unemployment rate 28.1%
Average household per capita/income 86 158 (60 000national)
Poverty
HIV Prevalence

 

2.4  Physical perspective

The provincial total landmass covers 372889.36km². The province comprises of five district municipalities and 27 local municipalities.

 

2.5  Service delivery

Level of access to basic services
Households using electricity for cooking, heating, and lighting 75%
Households with access to refuse removal services by the local authority 66.3%
Households with access to piped water inside dwelling or yard 78.8%
Households with access to piped water outside dwelling and yard 19.3%
Households with no access to water 2.6%
Housing
Average size 3.7%
Main dwelling
Formal 82.4%
Informal 13.1%
Traditional 3.2%
Toilets
Flush toilet (connected to sewerage system) 60.1%
Flush toilet (with septic tank) 5.9%
Chemical toilet 0.6%
Pit Toilet with ventilation (VIP) 9.1%
Pit Toilet without ventilation 10.7%
Bucket latrine 4%
Other 1.6%
None 8%
Access roads

 

3.  INDUSTRY ANALYSIS

3.1  Competitor Analysis

Main Actors/Competitors Market Dominance Competitor services similar to those provided by IDT Effects of IDT service offering, reputation and market position
1.    Consultants Constructions project management Provide project management services Social facilitation, quality of work,and turnaround time
2.    National Development Agency (NDA) Poverty AlleviationNPO establishment and capacity building None Expertise and experience
3.    Mvula Trust Sanitation Programme Sanitation Programme Stakeholder management and social facilitation
4.    Department of Public Works, Roads & Transport Provincial Infrastructure programme management Provincial Infrastructure programme management Social facilitation, quality of work,and turnaround time, Policies

 

3.2  Client Analysis

Name of client Client Needs Client Wants Client Preferences
1.    Department of Public Works, Roads and Transport Quality infrastructure delivery on time and at minimal cost. Provide social infrastructure and maintenance Implementation of the programme within turnaround timeReduction of backlogsRelevant expertiseCompliance with treasury regulations
2.    Department of Education Quality infrastructure delivery on time and at minimal cost Provide educational infrastructure and maintenance Implementation of the programme within turnaround timeReduction of backlogsRelevant expertiseCompliance with treasury regulations
3.    Co-operative Governance & Traditional Affairs Community consultationLocal Area PlanningIntegrated Development Plans Municipal support Community consultationLocal Area PlanningIntegrated Development Plans
4.    Department of Health Quality infrastructure delivery on time and at minimal cost. Provide social infrastructure and maintenance Implementation of the programme within turnaround time
5.    Sports, Arts, and Culture Sports and recreational facilitiesJob creationSocial cohesion Provide social infrastructure and maintenanceProject management Implementation of the programme within turnaround time
6.    Agriculture, land and Rural Development Food securityJob creationRegistration of cooperativesIdentification of niche marketsCapacity building Project management Agrarian programmes
7.    Department of Economic Development and Tourism Holiday resorts, accommodation facilities, restaurants and conference centres Provide social infrastructure and maintenanceProject management Implementation of the programme within turnaround time
8.    Department of Social development Rehabilitation centres , One stop Development CentresCommunity development projects Provide social infrastructure and maintenanceProject management Organizations that will assist them in keeping a clean audit
9.    Mining Industry (Bhp Billiton, Asmang, Kumba, IDWALA, Petra diamonds etc) Social labour plans and Cooperate Social Investment Community consultation and beneficiation Community Trustconsultants
10.  Department of Energy SKA Community consultation and beneficiation Investors to form partnership

 

3.3  Supplier Analysis

Name of Supplier Procurement Needs IDT Suppliers IDT Competitors
1.    Professional Service Providers Information Communication Technology (ICT) Professional Service Providers All Suppliers
2.    Contractors Building Contractors Private companies
3.    NPOs Implementation of Non State sector programme NPOs None
4.    Caterers Catering Private service providers None
5.    Office stationary and household product suppliers To supply office stationery and household products Private service providers None
6.    Training institutions To provide accredited training SETAs None
4.  BUSINESS GENERATION

4.1  Business Generation

The regional Business Generated for 2013/14 is reflected in the table below:

YE ACTUAL (ACHIEVEMENT) REGIONAL CONTRIBUTION (%) DIVERSIFICATION OF PORTOLIO (BY RAND VALUE, BASED ON ACTUALS) 
      National % Provincial %
Northern Cape 496 974 140 6.17 32 135 573 6 464 838 567 94

 

The provincial allocation for 2013/14 is tabled below:

PROGRAMME NAME DEPARTMENT PROGRAMME BUDGET
NCSIP DoE R 389 958 576
NCHIP DoH R 69 879 992
Kimberley Jewelery Hub DEDAT R 5 000 000
NSS DPW R 24 917 908
Cemetery DPW R 3 544 201
f4W ex DPW R 1 762 584
OV DEA/DWA R 1 910 880
DoJ & CD – NSI DoJ R 1 945 159
TOTALS R 498 919 300

 

4.2  Key Opportunities

Below is the table for the provincial key opportunities:

Economic sectors Resources Key Focus
1.     Mining and Mineral Beneficiation– the mining is the first largest economic sector in the province ·         mineral resources include·         diamonds, iron ore, manganese, copper, granite, semiprecious·         Stones to mention only a few. ·         Increased mineral extraction and improvement of infrastructure·         Focus on mineral beneficiation·         Promotion of sustainable development communities
2.    Manufacturing ·         Kathu Industrial Supplier Park·         Upington Cargo and Electronics hub:·         SKA, aircraft mothballing·         Kimberley: jewellery and diamonds, food·         Heineken Malt production and plant

·         Renewable energy projects

·         Kimberley International Diamond and Jewellery Academy in the Northern Cape

·         Research and manufacturing of major equipments/ materials and products required by mining and agricultural industry·         Promotion on local community share holding
3.    Agriculture and Agro-processing ·         Livestock such as goats, cattle, pigs, sheep·         Irrigation schemes such as olives, grapes, lurcen, nuts, cotton, devils claw, maize etc·         Fishery·         Game·         Ostrich ·         Expanding agricultural processing·         expansion of the agricultural programmes·         Unblocking land transfers
4.    Science, Technology, PBO &O and ICT ·         SKA related goods and services·         •BPO & O call centre·         •New Northern Cape University ·         Construction and growing of the university·         Implementation of the international SKA- tourism and ICT·         Promote manufacturing of dishes required for SKA plant·         Job creation·         Training and skills  development
5.    Green Economy ·         Land·         Very high temperature·         Coastal wind·         Alien species for the use of biomass ·         Production of technologies for solar and wind energy and establishment of solar farms·         Creation of job opportunities·         Production and distribution of renewable energy·         Production of biofuel
6.    Tourism ·         Bloodhound·         Maloof Money Cup·         Commercialisation of nature reserves·         Resorts: De Beers and Douglas Holiday Resort, Boesmansput Diving Resort (deepest·         vertical freshwater diving cave) ·         Promotion of tourism in the province through available resource·         Preservation of the culture and heritage
7.    Infrastructure ·         vibrant mining industry,·         Land·         climate ·         Construction ofPort Nolloth Habour·         Upington Cargo Hub and mothballing·         De Aar Rail Cargo Hub·         35000 houses to be bulit in Gamagara Mining Corridor

·         Kathu Industrial Supplier Park

·         University

·         Health and educational facilities

 

The key issues of relevance to IDT with respect to the areas outlined above are:

No Key Opportunities Comments
1.      Mining the vibrant mining industry and mining beneficiation in the Northern Cape is the great opportunity for business generation in the province in which the region need not to focus on government only, but focus on both mining and government and it can improve the turnover, visibility and performance of the region and the IDT as a whole.
2.      Agriculture This is the second most important economic activity in the province. The province has allocated R224 million to Ilima/Letsema grant over the MTEF and for rural development R716 million has been allocate to cover land, rural and agricultural programme. The Department is currently establishing the Comprehensive Rural Development Programme directorate in the province with new mandates. The IDT should prioritize engaging the department in order to influence the strategic planning of the directorate and lobby for business to implement the programmes mentioned above.
3.      Tourism Pre-feasibility studies have already been completed and prospective developments includes holiday resorts, accommodation facilities, restaurants and conference centres which will increase the province’s tourism product offers. The IDT should prioritise lobbying for business for the implementation of this programme with The Department of Economic development and Tourism.
4.      Green Economy The province is actively exploring alternative sources of energy specifically centred around solar and wind .Plans are already underway to build massive solar pack capable of generating 8% of country’s electricity needs near Upington. It is already estimated that this initiative could generate up to 800 permanent jobs and 3000 temporary construction jobs. The IDT should partner with The National Department of energy to social facilitation and community development to ensure ownership of the project by the community and Corporate Social Investment (CSI).
5.      Infrastructure The IDT should take full stock on the new infrastructural programme in order to strategically select the ones that the IDT can venture into and most of them the IDT has not embarked on them.

 

4.3  Portfolio Growth

Value Social Infrastructure Social Development
Programmes No. of Projects Programmes No. of Projects
341 817 133.00 New/ Replacement Schools 9
130 872 053.53 Upgrades, Renovations and Refurbishment 38
3 000 000.00 Correctional Services 1
16 658 589.34 Hospitals 2
18 746 891.88 Clinics 1
97 977 067.00 Community Health Centres 2
8 792 463.00 Other Health Facilities 1
298 061 666.67 Community Facilities 0
915 925 864.42 8 54    

 

5.  SWOT
Strengths Weaknesses
  • National presence and government link Ability to generate new business under the transformation process.
  • Strong strategic partnerships with all spheres of government and other stakeholders.
  • Strategically located, provincial departments in close proximity.
  • Capacity to deliver big and multiple projects.
  • Staff eager and willing to work.
  • Exceptional systems and effective business processes, such as Supply Chain Management, Payment Turn-around period and results-driven with 8 successive unqualified audit reports.
  • Increased Turn-over.
  • Improved service delivery to stakeholders.
  • Ability to design intervention programmes to address poverty eradication, empowerment of marginalised sectors of society and building of sustainable communities.
  • Compliance to Legislative requirements, e.g. PFMA, CIDB, PPPFA.
  • Lack of own Regional Head limit business growth and client relation
  • Situated in the capital of the province but far from most areas where activities really happen and beneficiaries.
  • Current office space not conducive for additional work and personnel.
  • There is no dedicated staff parking and this poses a serious risk for both staff and visitors.
  • Centralized processes (Payment, procurement, HR and legal)
  • Limited number of registered professionals
  • Undiversified Portfolio.
  • Limited personnel to perform effective monitoring and evaluation of performance.
  • Marketing and corporate branding initiatives not visible to all stakeholders in promoting and sustaining the IDT’s brand
  • Poor turn-around times on Project delivery and closure.
  • Unfinished and/or late completion of projects.
  • Non-performance of contractors and consultants resulting in delay in implementation and delivery of projects.
OPPORTUNITIES THREATS
  • Increased mining activities within the province  present opportunities for IDT to manage implementation of SLPs and CSIs
  • Most areas within the Northern Cape still under-developed.
  • Play an intervention role in terms of project delivery and capacity building within local municipalities given the current service delivery protest.
  • Delivery of programmes e.g. Health, Human Settlement, Education and DOJ.
  • Huge backlog of social infrastructure service delivery within government.
  • Participation in provincial activities/planning and influence decision making at strategic level.
  • Growing renewable energy investments present the IDT with opportunity for social facilitation and community development
  • Improvement of poor service delivery in Local Government.
  • Increase in Management fees has potential to strain relations between IDT and client departments
  • Change in Political leadership within the province.
  • Most local contractors are on the low CIDB Grades and thus find it difficult to participate within our projects.
  • Loss of business to private consultants and competitors.
  • Unstable Political situation.
  • Delays in recapitalisation process.
  • Brain drain of critical skills within the Province.
  • Inability to attract foreign direct investment needed for stimulating economic growth and job creation within the province.
  • Deepening levels of poverty within the province.

 

 6.  STRATEGY ANALYSIS & IMPLICATIONS

6.1  Strategic Analysis

Scenarios Competitive positioning Market positioning Branding and brand management Portfolio – size, diversity, management Technology and systems to support business Human capital development, retention Funding, i.e. ensuring financial sustainability Risk management
Strategically the Northern Cape is in good relationship with the provincial government although it does not reflect as such with regard to business engagement Currently the IDT is positioned well as the provincial department such as health and Department of Roads and public works struggle to complete some major projects that keeps on demanding allocation year by year New political leadership gives the IDT great opportunity to market itself and lobby for business in the provincial government. Currently the IDT as whole does not have a branding strategy The provincial portfolio is mainly made by the infrastructure budget The IDT although is using technology and system for day to day work, it has not ventured into use of new technology in a full scale. The IDT present good policies and support of human capital development, however with regard to retention there is no uniformity and consistency which sometimes result in loosing staff. This is dependent on the recapitalization of the IDT in which there is poor communication of the matter with staff. Delays in acquiring new office space- may lead to lack of operational offices causing delays in payment and affect the reporting and communication with the client
The region need to change this into business relationship than mutual relationship as it will promote the business growth and sustainability of the region. The IDT need to build a trustworthy relationship with the Department of Road and Public Works than posing as a competitor or a threat. an Integrated Marketing and Communications strategy should be developed in order to ensure consistent communication that is in line with the new Brand identity The social development portfolio contribute less with regard to monetary value and more on achieving the IDT’s strategic outcomes Staffing versus the geographical set up creates a huge work load for staff that affects the wellbeing, regional performance and the budget for the Region
Failure to manage relationships with suppliers lead to aggression e.g. suppliers loaded on the system but not utilised; suppliers payments

 

6.2  Implications

Number Implication Regional analysis of the implications
1. Positioning the Corporate IDT as a premier public sector programme management agency regional There are number of factors that are associated with outclassing competitors in the provincial programme management field. The following are some of them:•           To make it relevant to the green economy in the country thereby doing research and establishment of partnership•           Expansion of human resource component and associated activities and ensure that all regions professional staff are registered with relevant bodies•           Improve training of existing staff•           Decentralization of the services or ensure that there is more effective support from HO to the regions

•           To develop and implement a branding and marketing strategy for the IDT as is having new vision and mission

•           Establish relationship with mining house for the implementation and management of the CSI

2. Mitigating business risks The region should ensure that the risk register is up to date and that is well manage in order to mitigate risks
3. Ensuring regional office sustainability The regional Portfolio can be able to sustain the region as it manages well cost containment strategy, however there is a need to push for more business and more balanced portfolio to avoid risk.