2012/17 Strategic Plan Presentation to Portfolio Committee on Social Development

DATE: 18 APRIL 2012

BY: MR REUBEN MOGANO

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TABLE OF CONTENTS

1. Situational Analysis 03

2. NDA Mandate 04

3. Vision, Mission and Values 06

4. NDA Strategic Goal and Purpose 07

5. NDA Strategic Objectives 08

6. Delivery Against Objectives 09 -17

7. Budget Summary 2012/17 18

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SITUATIONAL ANALYSIS

According to the National Development Plan: Vision 2030, poverty is still pervasive in South Africa and not sufficient progress has been made in reducing inequality.

New focus areas informed by a need to make a contribution to the 2030 Vision, and these are:

Early Childhood Development Food Security Income Generation (Programmes and Projects) Capacity Building

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SITUATIONAL ANALYSIS CONT’D

Early Childhood Development

Addressing the legacy of apartheid education policies

ECD recognised as one of the tools of breaking intergenerational cycle of poverty in South Africa – 43% of children under five (in SA) are exposed to an ECD programme at home, a centre or elsewhere and there are disparities across provinces.

The National Development Plan (2011:274), released by the National Planning Commission indicated that “research shows (that) well planned and targeted early childhood development initiatives (can) be a cost effective way of ensuring all children have a childhood that is free of factors that impede their physical and cognitive development.

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SITUATIONAL ANALYSIS CONT’D

Food Security

The NDA is aware of the social, economic, political and cultural dimensions of food security at both global and national levels.

The NDA agrees with the UN common food security definition: “all people at all times having both physical and economic access to the basic food they need”.

2007 General Household Survey indicated that 10,6% and 12,2% of adults and children respectively were sometimes or always hungry.

Food insecurity results from, amongst others: climate change, urban development, migration, population growth and oil price shifts that are interconnected and rarely confined by borders.

Agricultural sector has been battling with high production costs, shrinking profit margins and soaring food prices, thereby exposing the fragility of the national food system and its vulnerability to shocks.

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SITUATIONAL ANALYSIS CONT’D

Income Generation (Programmes and Projects)

2011 declared “year of job creation through meaningful economic transformation and inclusive growth” by President Jacob Zuma

NDA prioritised job creation in order to contribute to government’s priority of creating decent work.

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SITUATIONAL ANALYSIS CONT’D

Capacity Building

The NDA acknowledges the potentially significant role that the CSOs can play in strengthening community building and cohesion for development action.

The NDA believes that it is only through grass roots capability, competencies and collective action that a common goal of skills and sustainable development can be achieved.

CSOs are well positioned to drive and complement the government-wide programme of “massifying” community driven initiatives that create jobs in the second economy

The multi-year programme is targeted at enabling CSOs to access and use resources towards self reliance.

The NDA will also prioritise the strengthening of NGO networks to enable them to support government-wide programmes of improving service delivery in poor communities and providing a platform for policy dialogue with government on poverty eradication. 7

NDA MANDATE

PRIMARY MANDATE

1. To contribute towards the eradication of poverty and its causes by granting funds to civil society organizations for the purposes of:

a) carrying out projects or programmes aimed at meeting development needs of poor communities; and

b) strengthening the institutional capacity of other civil society organizations involved in direct service provision to poor communities

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NDA MANDATE CONT’D

SECONDARY MANDATE

2. To promote:

a) consultation, dialogue and sharing of development experience between

civil society organizations and relevant organs of the state;

b) debate on development policy; and

c) undertake research and publications aimed at providing the basis for

development policy.

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VISION, MISSION, VALUES

VISION

A society free from poverty.

 

MISSION 

Facilitate sustainable development by strengthening civil society organisations involved in poverty eradication through development-oriented research, advocacy and grant funding.

VALUES Integrity Dignity Empowerment Accountability & Responsibility Transparency Excellence Partnering

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2012/17 NDA STRATEGIC GOAL & PURPOSE

STRATEGIC GOAL : To leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods.

PURPOSE: To improve the quality of life of the poor to foster self reliance.

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STRATEGIC OBJECTIVES

Strategic objective 1. To carry out projects and programmes aimed at meeting the

development needs of poor communities.

Strategic objective 2. To undertake research and publications aimed at providing the

basis for development policy.

Strategic objective 3: To strengthen the institutional capacity of civil society

organisations.

Strategic objective 4: To promote and maintain organisational excellence and

sustainability.

Strategic objective 5: To promote debate, dialogue and sharing of development

experience.

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STRATEGIC OBJECTIVE 1:“To carry out projects and programmes aimed at meeting the development needs of poor

communities”

Early Childhood Development

Supporting Food Security interventions at ECD sites Strengthening the institutional, leadership and management capacity Improving ECD Infrastructure

Food Security

Funding of agricultural projects through grant provision to food security related community-based projects

Partnering with organisations engaged in food security (resource sharing and collaboration)

Capacity development Continuous research on the status of food security Policy development, lobbying and advocacy

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STRATEGIC OBJECTIVE 1:“To carry out projects and programmes aimed at meeting the development needs of poor

communities”

Income Generation (Projects & Programmes)

Resourcing of sustainable innovation projects and programmes Skilling of women and youth to enable participation in mainstream

economy

Capacity Building

Multi-year capacity building programmes for CSOs Strenghthening of CSO networks to improve service delivery Providing a platform for policy dialogue with Government on poverty

eradication

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STRATEGIC OBJECTIVE 1:“To carry out projects and programmes aimed at meeting the development needs of poor

communities”

Establishment of Project Management Unit

Focus will be on provision of project management services to Government, Private Sector and donors

Strongly underpinned by: - available resources and the ability to provide value for money- provincial representation and long term relationships established

with other development partners- Availability of management systems suitable for working with small

community enterprises

Resource Mobilisation

Insufficient MTEF allocation vs. overall needs and poverty levels in various communities

Facilitation and coordination of partnerships with public, private and international partners.

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STRATEGIC OBJECTIVE 2:“To undertake research and publications aimed at providing the basis for

development policy “

  Establishment of think tanks: sounding board and advice Production of baseline, mid-term evaluation and close-out reports Case studies and good practice reports per sector Performance monitoring and evaluation 5-year impact assessment of NDA funded projects Monitoring of delivery against MDGs

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STRATEGIC OBJECTIVE 3: “To strengthen the institutional capacity of civil society organisations.”

Civil Society Capacity Strengthening: Measured through demonstration of improved implementation

Establishment of CSOs’ geographic and capacity database Development and implementation of a National Capacity building

strategy and plan

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STRATEGIC OBJECTIVE 4:“To promote and maintain organisational excellence and sustainability.”

Human Resources Complete staff complement Competent workforce Conducive organisational climate Organisational processes and systems reviewed and improved Monitoring and evaluation of employee performance

Finance Efficient and effective management of procurement Sound financial management and optimal cash management Standard Operating Procedures reviewed and implemented

Information Technology Efficient and secure ICT systems, hardware and networks

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STRATEGIC OBJECTIVE 4:“To promote and maintain organisational excellence and sustainability.”

Risk, Audit and Governance Effective and efficient corporate governance Maintain a positive audit outcome – zero tolerance Effective risk management, financial and internal controls Stakeholder management Monitoring and evaluation of organisational performance

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STRATEGIC OBJECTIVE 5:“To promote debate, dialogue and sharing of development experience”

Facilitation of resource mobilisation events Improvement of CSO networks and platforms CSO dialogues on key focus areas as per the 2012/17 Strategic

Plan Improved brand awareness through: satisfaction surveys, brand

survey and suitable communication tools and platforms.

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BUDGET SUMMARY FOR FIVE YEAR PERIOD 2012/12 – 2016/17

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Thank You!!

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