2012/17 Strategic Plan Presentation to Portfolio Committee on Social Development DATE: 18 APRIL 2012 BY:MR REUBEN MOGANO 1

TABLE OF CONTENTS 1. Situational Analysis03 2. NDA Mandate04 3. Vision, Mission and Values06 4. NDA Strategic Goal and Purpose07 5. NDA Strategic Objectives08 6. Delivery Against Objectives Budget Summary 2012/1718 2

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 3

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. 4

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. 5

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. 6

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 8

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. 9

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 10

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. 11

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. 12

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 13

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 14

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. 15

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 16

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 17

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 18

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 19

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. 20

BUDGET SUMMARY FOR FIVE YEAR PERIOD 2012/12 – 2016/17 21

Thank You!! 22