National Development Agency Strategic Plan

National Development Agency Strategic Plan 2012-2017 National Development Agency I Strategic Plan 2012-20172 National Development Agency I Strategic Plan 2012-2017 1 CONTENTS Minister’s Foreword 2 Chairperson’s Review 3 Board Members 4 Ceo’s overview 5 NDA executives 7 PART A: Strategic overview 8 1. Vision 8 2. Mission 8 3. Values 8 4. Legislative Mandate 8 5. Situational Analysis 9 5.1. Performance Environment 17 5.2. Organisational Environment 17 5.3. Description of the Strategic Planning Process 18 6. Strategic Outcome Oriented Goals of the Institution PART B: Financial Resources and Risk Management 26 7. Financial Resources and Risk Management 26 7.1. Resource Considerations 26 7.2. Risk Management 27 PART C: Budget Summary 2012/13 28 8. Budget Summary 2012/13 28 Contact Details 29 National Development Agency I Strategic Plan 2012-20172 MINISTER’S FOREWORD An efficient state protects its citizens, provides safety nets, quality services, infrastructure, and provides leadership in the overall development of humanity especially the most vulnerable. Since 1994, significant progress has been made towards making South Africa a more just, inclusive and developmental society. Despite this progress, South Africa, like many developing countries, is still faced with challenges such as poverty, inequality and unemployment. This situation is worsened by the economic downturn, which saw many people losing their jobs and unable to provide for the basic needs of their families. The effects of climate change are already felt by farmers, whose farming activities are the main source of food and income for their families. The establishment of the National Development Agency (NDA) became an integral part of a post apartheid strategy by the new Government to create machinery that would bring about the interface between Government and Civil Society Organisations (CSOs). The interface is geared towards reaching the grass roots level to enable vulnerable people to access opportunities presented by government and fostering mutual understanding of policies impacting on the poor and marginalised. The NDA is well positioned to carry out its mandate as clearly stated out in the NDA Act. This it will do, not oblivious to the ever changing poverty landscape within the country. In our quest to eradicate the scourge of poverty and hunger, it is important to device sustainable strategies and plans to lift the vulnerable out of the poverty trap through people centred development initiatives. It is our fervent belief that for development to be sustainable, it must be people driven and government led. This is the culture that we need to cultivate. Bathabile Dlamini Minister of Social Development Ms Bathabile Dlamini Minister of Social Development MINISTeR’S FoReWoRD National Development Agency I Strategic Plan 2012-2017 3 CHAIRPERSON’S REVIEW It is a great pleasure for me to present this reviewed Strategic Plan on behalf the National Development Agency. As the Board of the NDA gained a better understanding of the organisation and the challenges within which it operates, a holistic strategy review process was embarked upon, taking into consideration the current performance and factors impacting on the NDA from both internal and external perspectives. An inclusive approach was followed in reviewing organisational performance in the last quarter of the 2011/12 fiscal year, involving the entire management team and NDA Board. The Board and Management confirmed the NDA Strategic Plan 2012-2017 and were in agreement that the strategic goals and the strategic objectives remain unchanged. However, through a consultative approach, the outputs and performance measures for the organisation were refined and the targets aligned to available resources for effective execution. The Board strategy review session resolved that the NDA would offer the following services: grant funding, project management, resource mobilisation and capacity building; focusing on the following areas of intervention: Early Childhood Development, Food Security, Capacity Building and Income Generation (Programmes and Projects). The NDA will continue discharging its mandate through Civil Society Organisations (CSOs). Given the wide scope of CSOs in the country, the target market would be biased towards those CSOs that work with the following vulnerable groups: children, women, and people with disabilities. The sharpened focus of the activities of the NDA has necessitated a review of the organisational structure. In this planning period, a new organisational structure will be implemented. Bedding down the NDA Strategic Plan and positioning the organisation for effective strategy execution will characterise this planning period to begin taking baby steps in making a visible contribution to poverty eradication in the country. Malose Kekana Chairperson of the Board Mr Malose Kekana Chairperson CHAIRPeRSoN’S ReVIeW National Development Agency I Strategic Plan 2012-20174 Ms Thabi Shange Deputy Chairperson Ms Lozizwe Mdhlalose Ms Mandisa Monakali Mr Mcedisi Xundu Mr Andrew Madella Ms Malekgoloane Malapane Ms Nokuzola Tolashe Ms Bibi Khan Mr Peter Thabethe BOARD MEMBERS BoARD MeMBeRS National Development Agency I Strategic Plan 2012-2017 5 CEO’S OVERVIEW The Board has confirmed the 2012-2017 Strategic Plan of the NDA as the ultimate beacon that our activities in this planning period would be aimed towards. To achieve the objectives set in this Strategic Plan, the Board and CEO are committed to building a strong leadership and Executive Team that will lead the organisation to greatness. We remain confident that the abilities and commitment of the Executive Management is both necessary and sufficient to drive the strategy. The five year strategy will be aimed at building organisational cohesion and capacity in order to deliver on the strategy. Furthermore, the organisational structure has been refined and will be implemented in the 2012-2013 financial year to enable delivery of strategic objectives contained within this document. The Board continues to support the Executive Team by providing a clear strategic direction for the NDA. The poverty challenge remains high in our country, and we owe our existence as an organisation to the masses of poverty-stricken South Africans that are potential beneficiaries of our programmes. The NDA legislative mandate is clear - we exist to contribute towards the eradication of poverty and its causes. We will do this through granting of funds to Civil Society Organisations (CSOs), to enable them to implement development projects in poor communities. We are also charged with strengthening the institutional capacity of other CSOs that provide services to poor communities. Our success as an organisation is judged by the impact we make in these impoverished communities. As the NDA, we must leverage strategic partners to increase the pool of funding and expertise to enable CSOs to implement development projects in impoverished communities. During this planning period, we will build internal capabilities that are fundamental in delivering on the strategy, such as stakeholder management, fund raising, project management, performance management, and knowledge management. Furthermore, as an organisation that has experienced internal challenges, we will focus on building a “one NDA team” to consolidate momentum for strategy implementation. The NDA strives towards making a positive contribution to the South African government’s commitment of halving poverty by 2014 and restoring the dignity of our poverty-stricken country-men and women. Dr Vuyelwa Nhlapo Chief Executive Officer Dr Vuyelwa Nhlapo Chief Executive Officer Ceo’S oVeRVIeW National Development Agency I Strategic Plan 2012-20176 Official Sign-Off It is hereby certified that this Strategic Plan: Was developed by the management of the National Development Agency under the guidance of the NDA Board and the Department of Social Development. It takes into account all the relevant policies, legislation and other mandates for which the National Development Agency is responsible. It accurately reflects strategic outcome oriented goals and objectives which the National Development Agency will endeavour to achieve over the period from 2012 to 2017. Mr Phumlani Zwane (CA) SA Chief Financial Officer Dr Vuyelwa Nhlapo Chief Executive Officer Mr Malose Kekana Chairperson of the Board Approved by: Ms Bathabile Dlamini Minister of Social Development Ceo’S oVeRVIeW National Development Agency I Strategic Plan 2012-2017 7 NDA EXECUTIVES Dr Vuyelwa Nhlapo Chief Executive Officer Ms Matshepo Mobeng Company Secretary Mr Phumlani Zwane Chief Financial Officer Mr Reuben Mogano DMD Executive Director Mr Samuel Lewatle HR Executive Director Ms Lunga Mangcu Communications Executive Director Ms Hajra Mansour Executive Director: Internal Audit NDA eXeCUTIVeS National Development Agency I Strategic Plan 2012-20178 PART A: STRATEGIC OVERVIEW 1. Vision A society free from poverty. 2. Mission Facilitate sustainable development by strengthening civil society organisations involved in poverty eradication through, enhanced grant funding and research. 3. Values As a development agency, we subscribe to the following values: • Integrity • Dignity • Empowerment • Accountability & Responsibility • Transparency • Partnering • Excellence The above values are embedded in our performance management systems. 4. Legislative Mandate The National Development Agency (NDA) is a public entity listed under schedule 3A of the Public Finance Management Act (PFMA) and reports to the Parliament of the Republic of South Africa through the Minister of Social Development. The Agency’s specific mandate is to support CSOs by granting funds to implement programmes and projects aimed at eradication of poverty and also to facilitate debate to inform development policy. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 9 5. Situational Analysis According to the National Development Plan: Vision for 2030, poverty is still pervasive in South Africa and we have not made sufficient progress in reducing inequality. Millions of people remain unemployed and many working households live close to the poverty line. We require urgent measures to address our most pressing needs, particularly high levels of unemployment. This requires a new approach – one that moves from a passive citizenry receiving services from the state to one that systematically includes the socially and economically excluded, where people are active champions of their own development and where government works effectively to develop people’s capabilities to lead the lives they desire. The NDA identifies completely with these sentiments. As such, the new focus areas are informed by a need to make a contribution to the 2030 Vision. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201710 5.1. Performance Environment In the next five years the NDA will focus on the following programmes in support of government priority areas on poverty eradication: • Early Childhood Development • Food Security • Income Generation (Programmes and Projects) • Capacity Building The implementation of interventions in the focus areas will be at provincial level. The value split percentage of the total allocation to provinces will be made in accordance with the approved formula derived from the population index. In delivering on the above, the NDA will have a specific bias towards vulnerable groups including women, children, people with disabilities and poor communities. The delivery of these key interventions will be supported by specific identified products and services, namely; grant funding, programme management and resource mobilisation. 5.1.1. Grant Funding The NDA will provide grants to CSOs to implement programmes and projects aimed at eradicating poverty in the following priority areas: 5.1.1.1. Early Childhood Development The South African government has since 1994, prioritised early childhood development (ECD) as an integral part of addressing the legacy of apartheid education policies. ECD has been recognised as one of the most powerful tools of breaking the intergenerational cycle of poverty in South Africa. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 11 A recent report entitled, “South Africa’s Children: A Review of Equity and Child Rights”, released by the South African Human Rights Commission, UNICEF and the Department of Women, Children and People with Disabilities (2011: 5) notes that “just 43 per cent of children under five (in South Africa) are exposed to an ECD programme at home, a centre or elsewhere and there are large disparities across provinces”. The National Development Plan (2011:274), released by the National Planning Commission indicates 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”. The NDA will contribute to the ECD sector through interventions that: • support food security at ECD sites, • strengthen the institutional, leadership and management capacity of ECD sites; and • improve the infrastructure of ECD sites. The NDA will provide limited financial resources for capital infrastructure for ECD sites, given the limited resources at its disposal. The NDA envisages that the Departments of Basic Education, Social Development and Local Government will take the lead in resourcing infrastructure development, curriculum development and ensuring compliance with approved norms and standards. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201712 Supporting Food Security interventions at ECD sites Recognising the importance of balanced nutrition at ECD sites, the NDA will provide financial assistance to ECD sites to establish food gardens that will serve as a source of consistent access to food for learners. The emphasis will be on providing the necessary inputs to enable a food garden to be established as well as facilitating technical training for identified staff to produce food in a sustainable, and in some instances, profitable manner. Strengthening the institutional, leadership and management capacity of ECD sites. Acknowledging that the ECD sector is fundamentally on-the-rise in most poor communities, the NDA will develop and implement targeted capacity enhancement interventions aimed at strengthening the leadership, management and institutional capacity of ECD sites. The primary focus will be on enabling: • ECD sites to set up processes and systems to manage finances; plan, record and report on implementation of activities; develop policies for procurement, asset management, recruitment, selection and development of staff. • The development of the leadership competencies, human resources, organisational development and conflict management capabilities of ECD practitioners to foster optimal team performance. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 13 Improving ECD Infrastructure The NDA will make limited infrastructure investment as part of a holistic approach of enhancing access to provision of quality ECD education. This will be done in exceptional instances where it is noted that the interventions articulated above will not lead to qualitative improvements in the provision of ECD unless basic infrastructure is put in place. 5.1.1.2. Food Security In developing the NDA strategic intent to address food security, the NDA is aware of the social, economic, political and cultural dimensions of food security at both a global and national level. To this end, we agree with the common definition of food security presented by the UN, which defines food security as “all people at all times having both physical and economic access to the basic food they need.” The social and economic realities (social analysis) Although South Africa is considered to be food secure at national level, the 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. Furthermore, the 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. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201714 Food security in South Africa is also intrinsically linked to rural development and land reform. At present, rural communities are not using natural resources at their disposal effectively because of various reasons, ranging from lack of investment in rural areas, lack of finance for production inputs, to lack of skills. The NDA’s response to food security challenges In addressing food security challenges, the NDA has identified its target as the rural poor, especially women, the elderly, children and people with disabilities. The NDA’s strategic interventions will focus on the following: • Funding of agricultural projects (providing grants to food security related community- based projects); • Partnering organisations engaged in food security activities (resource sharing and collaboration); • Capacity development (skilling people to effectively use the land for food production); • Research (continuously monitoring the food security status), and • Policy development, lobbying and advocacy. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 15 5.1.1.4. Income Generation (Programmes and Projects) In his 2011 State of the Nation Address, President Jacob Zuma indicated that “we have declared 2011 a year of job creation through meaningful economic transformation and inclusive growth”. He further challenged all sectors of society – especially the business/corporate sector – to enhance their role in addressing poverty and in particular unemployment amongst the growing numbers of young people. These sentiments were expressed against the backdrop of one of government’s five priority areas – “the creation of decent work”. In adopting Income Generation (Programmes and Projects) as a focus area, the NDA has prioritised job creation in order to contribute to government’s priority of creating decent work. The responses to the NDA strategy for developing sustainable income generation initiatives include, amongst others: • The resourcing of innovative programmes and projects that are sustainable. • The economic empowerment of women and young people through skills acquisition for them to initiate and manage various trades and economic opportunities. 5.1.2. Capacity Building The NDA acknowledges the potentially significant role that the CSOs can play in strengthening community building and cohesion for developmental action. In fact, the NDA believes that capacity building of the sector should receive prominence because it is only through grass roots capability, competencies and collective action that we will realise the common goal of skills and sustainable development. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201716 CSOs are well positioned to drive and complement the government-wide programme of “massifying” community driven initiatives that create jobs in the second economy. However, the institutional capacity of these groups needs to be strengthened to enable them to add value to the programme. The NDA will implement a multi-year Capacity Building Programme that will develop the capability and capacity of CSOs to access and use resources towards self-reliance. It will also prioritise the strengthening of NGO networks to enable them to support government- wide programmes of improving service delivery in poor communities as well as providing a platform for policy dialogue with government on poverty eradication. 5.1.3. Programme Management Unit (PMU) The NDA will establish a Programme Management Unit (PMU) with a specific mandate to provide project management services to all spheres of Government, the Private Sector and other Donor partners. Further the NDA will solicit funding for other projects as a project manager (fund of funds) from the public, private sector and individual citizens locally and internationally. The value that the NDA will contribute through the PMU resides in the fact that; • the organisation already has resources which can potentially be allocated to some activities of the PMU as own or counterpart contribution and • the NDA will continue to provide expert management of the project value chain to ensure value for money. In general, the NDA value proposition is underpinned by the following: • Established and significant track record of working with civil society in a way which is developmental and trusted; • Established infrastructure in specific locations: provincial, municipal and community which provides specific intelligence, knowledge and expertise; • Project management systems, methodologies and processes which are suitable for and effective in working with rural and community enterprises. 5.1.4. Resource Mobilisation The NDA is aware that the Medium Term Expenditure Framework (MTEF) allocation is not sufficient to meet the present and future resources that are required to enable the organisation to deliver on the identified strategic priorities. Therefore, it becomes PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 17 imperative for the NDA to embark on a concerted effort of raising its own resources to support the expansion of current programmes relating to its mandate as well as ensuring future financial sustainability. The NDA will create a dedicated Resource Mobilisation unit to coordinate and facilitate partnerships with relevant stakeholders to increase the NDA’s financial base and leverage resources to enable upscaling on delivery of programmes, projects and campaigns. The resource mobilisation initiative will target the public and private sectors as well as international partners. 5.2. Organisational Environment The NDA’s specific mandate is to support CSOs by granting funds to implement programmes and projects aimed at eradicating poverty and also to facilitate debate to inform development policy. The Agency receives a grant from the National Treasury through the Department of Social Development which remains the only source of income. Human capital and financial resources are required to achieve the above mentioned mandate and the current staff complement of 107 includes employees based in all nine provincial offices. In order to complement the current shortfall to match the demand for funding, the NDA has identified niche strategic focus areas which are in support of Government’s priority areas and thus will place the NDA in a strategic position to contribute towards the achievement of these priorities. The four main focus areas that inform this strategic plan are Early Childhood Development, Food Security, Income Generation (Programmes and Projects) and Capacity Building. 5.3. Description of the strategic planning process In line with the requirements of Treasury Regulations 30.1, the NDA commenced with its Strategic Plan Review in the third quarter of the financial year. The process of review included consultation with internal stakeholders (NDA staff) and a joint review session with the NDA Board. Prior to the engagement with both staff and the Board, there were colloquia held in each province with CSOs and academia to debate around existing and new focus areas, and to identify the key strategic role of the NDA in contributing to the priority areas and outcomes of Government. PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201718 6. Strategic outcome oriented goals of the institution PROGRAMME 1: DEvElOPMEnt MAnAGEMEnt Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to carry out projects or programmes aimed at meeting the development needs of poor communities Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 CSOs implementing poverty eradication programmes funded NDA poverty eradication programmes No Baseline Approved ECD Programme Implement ECD Programme Review and ECD Programme Implement ECD Programme Implement ECD Programme Approved Food Security Implement Food Security Programme Review and Implement Food Security Programme Implement Food Security Programme Implement Food Security Programme Approved Income Generation Programme Implement Income Generation Programme Review and implement Income Generation Programme Implement Income Generation Programme Implement Income Generation Programme Value split (%) of total grants allocated per sector 12% for Education (ECD) 30% (R22.4m) 30% (R26.8m) 40% (R37.8m) 40% (R40.1m) 40% (R42.5m) 13% for Food Security 30% (R22.4m) 30% (R26.8m) 30% (R28.4m) 30% (R30.05m) 30% (R31.8m) 52% for Income Generation (Programmes and Projects) 40% (R30m) 40% (R35.7m) 30% (R28.4m) 30% (R30.05m) 30% (R31.8m) Targeted Value of project contracts R78m R74.8m R89.3m R94.6m R100.2m R106.2m Value of grants disbursed R39m R37.4m R44.6m R47.3m R50.1m R53.1m Impact on ECDs Amount allocated for ECD infrastructure R6.3m R7.8m R8.3m R8.7m R9.1m Number of ECD practitioners trained 774 (R8.3m) 851 936 1030 1133 Number of Food Gardens on ECD sites 129 (R7.8m) 142 156 172 189 Value split (%) of total grants allocated per vulnerable group 65% for women 70% for women 70% for women 70% for women 70% for women 70% for women 2% for People with disability 10% for People with disability 10% for People with disability 10% for People with disability 10% for People with disability 10% for People with disability 25% for Youth and children 20% for Youth and children 20% for Youth and children 20% for Youth and children 20% for Youth and children 20% for Youth and children Revenue mobilised for poverty eradication programmes R60m funding generated R80m R120m R180m R200m R220m Number of primary beneficiaries per programme 2205 ECD primary beneficiaries 3850 4620 5544 6652 7982 914 Food Security primary beneficiaries 2912 3494 4192 5030 6036 Number of jobs created 1937 primary jobs created 114 Jobs created through ECD 136 Jobs created through ECD 163 Jobs created through ECD 195 Jobs created through ECD 234 Jobs created through ECD 400 Jobs created through Food Security 480 Jobs created through Food Security 576 Jobs created through Food Security 691 Jobs created through Food Security 829 Jobs created through Food Security 1686 Jobs created through Income Generation Programmes 2023 Jobs created through Income Generation Programmes 2427 Jobs created through Income Generation Programmes 2912 Jobs created through Income Generation Programmes 3494 Jobs created through Income Generation Programmes COntInUED On PAGE 19 PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 19 PROGRAMME 1: DEvElOPMEnt MAnAGEMEnt Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to carry out projects or programmes aimed at meeting the development needs of poor communities Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Build and implement delivery capacity of the Programme Management Unit (PMU) Implementation of PMU in line with agreed milestones 100% 100% 100% 100% 100% Value of project portfolio under management R100m R150m R170m R190m R200m PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201720 PROGRAMME 2: RESEARCH AnD DEvElOPMEnt Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to undertake research and publications aimed at providing the basis for development policy Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 NDA research agenda Research agenda Approved Research Agenda Implement Review and implement Review and implement Review and implement Review and implement Establishment of Think Tanks (12 member panel) Concept defined 12 member panel established 4 engagements and Think Tank reports 4 engagements and Think Tank reports 4 engagements and Think Tank reports 4 engagements and Think Tank reports 3 engagements and Think Tank reports Research to support internal functions Number of Baseline reports produced (Environmental scan and project specific) 65 58 65 65 65 65 Number of Mid-term Evaluation Reports produced 80 127 127 127 127 127 Number of Close out Evaluation reports No Baseline 85 85 85 85 85 Number of case studies produced per year (2 per sector) 4 3 8 8 8 8 Number of Good Practice Reports produced per year (1 per sector) 2 4 4 4 4 4 Knowledge management (KM) Knowledge management plan approved 12 synthesised reports 13 synthesised reports 14 synthesised reports 15 synthesised reports 16 synthesised reports Online Resource Centre established Online Resource Centre maintained Online Resource Centre maintained Online Resource Centre maintained Online Resource Centre maintained Performance Monitoring reports 36 255 255 255 255 255 Evaluation reports produced for NDA funded projects 47 122 122 122 122 122 5 year impact assessment of NDA funded projects N/A Commission Impact Assessment study Publish Impact Assessment report Proposal to National Treasury for Funding Research to support external functions Number of Research Reports on poverty eradication 0 2 3 5 7 10 Number of Position papers / policy briefs 0 4 8 10 12 12 Number of Journal articles 0 2 2 2 2 2 NDA Annual Development Report Published 0 0 1 1 1 1 Monitoring of delivery against MDGs Create and support CSO fora that monitor achievement of MDGs No baseline Facilitate and support of 9 CSO provincial fora Facilitate and support of 9 CSO provincial fora Facilitate and support of 9 CSO provincial fora Facilitate and support of 9 CSO provincial fora Facilitate and support of 9 CSO provincial fora CSO report on MDGs CSO report on MDGs CSO report on MDGs CSO report on MDGs CSO report on MDGs PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 21 PROGRAMME 3: CIvIl SOCIEty CAPACIty StREnGtHEnInG Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to strengthen the institutional capacity of civil society organisations Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Strengthened CSOs Number of CSOs Strengthened No baseline 210 CSOs capacitated 231 254 279 306 Number of beneficiaries 2520 beneficiaries 2540 beneficiaries 2550 beneficiaries 2560 beneficiaries 2570 beneficiaries % of CSOs demonstrating improved implementation 65% 80% 85% 90% 95% 100% CSOs mapping index CSO’s Geographic and Capacity Database CSOs capacity building database Capacity Building Interventions per updated database Capacity Building Interventions per updated database Capacity Building Interventions per updated database Capacity Building Interventions per updated database Capacity Building Interventions per updated database National CSO capacity building strategy and plan CSO implementation strategy and plan 177 CSOs capacitated 210 231 254 279 306 Value for Capacity Building (Lobbying and Advocacy CSOs) R600 000 R4.2m R4.41m R4.6m R4.8m R5.1m PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201722 PROGRAMME 4: ADMInIStRAtIOn AnD GOvERnAnCE 4.1. HUMAn RESOURCES Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to promote and maintain organisational excellence and sustainability Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Complete staff complement % of vacancy rate against approved staff complement 5% 5% 5% 5% 5% 5% % staff turnover in critical skills 8.4% 8% 5% 5% 5% 5% Number of Interns per year No baseline 20 25 30 30 Competent workforce % training plans completed in line with Work Place Skills Plan and NDA Strategic goals 70% 70% 80% 90% 100% 100% % new recruits achieving a performance rating of 3 and above at probation 95% 95% new recruits confirmed 95% new recruits confirmed 99% new recruits confirmed 99% new recruits confirmed 99% new recruits confirmed Conducive organisational climate Number of Climate and Perception survey ratings to address issues of morale and productivity No baseline 1 1 1 2 2 Implementation of interventions recommended from the climate and perception survey per timeline No baseline 60% 70% 80% 90% 100% Organisational systems and processes reviewed and improved Execution of HR strategy per timeline 80% 80% 90% 100% 100% 100% Compliance to HR- related legislation and regulations 90% 100% 100% 100% 100% 100% Reduction in repeat internal and external audit findings 80% 80% 90% 100% 100% 100% Monitoring and evaluation of employee performance % performance contract submitted on time in line with strategy 85% 90% 95% 95% 100% 100% % performance reviews submitted on time 85% 90% 95% 95% 100% 100% % NDA staff undergoing performance management training 80% 90% 100% 100% 100% 100% Number of monitoring and evaluation reports on performance management No Baseline 2 2 4 4 4 PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 23 PROGRAMME 4: ADMInIStRAtIOn AnD GOvERnAnCE 4.2. MARKEtInG AnD COMMUnICAtIOnS Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to promote debate, dialogue and sharing of development experience Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Resource mobilisation events hosted 10 resource mobilisation events hosted over a period of 5 yrs - 2 2 2 2 2 Networks and Platforms Provincial CSO Sector Fora 4 9 9 9 9 9 National CSO Sector Fora - 1 1 1 1 1 CSO dialogues facilitated (ECD, Food Security, Capacity Building and Enterprise Development) Provincial Dialogues 10 9 9 9 9 9 National Dialogues - 1 1 1 1 1 NDA brand awareness Brand survey ratings - 1 - 1 - 1 NDA stakeholder satisfaction Customer satisfaction survey rating - 60% Positive rating 70% Positive rating 80% Positive rating 85% Positive rating 90% Positive rating Communication tools and platforms to support NDA programmes Internal and external publications 4 4 4 4 4 4 Value of media and advertising R500 000 R700 000 R800 000 R900 000 R1m R1.1m Value of free publicity (print, electronic and online) R200 000 R250 000 R500 000 R600 000 R700 000 R900 000 Digital Media Website (20 000 hits) 25 000 30 000 40 000 50 000 60 000 Average Time Spent on Website (80 hours) 85 hours 90 hours 100 hours 105 hours 110 hours Average Time Spent on Intranet Number of hits (15 000) 20 000 25 000 30 000 35 000 40 000 Time spent (6000 hours) 6 500 hours 7 000 hours 7 500 hours 8 000 hours 8 500 hours Development Programme Footage CD/DVD Gathering of information Information dissemination Update information & disseminate Information dissemination Information dissemination Internal communications initiatives Rara Sessions (6) Newsflash (96) Newsletters (4) 110 120 130 140 150 Special Development Profiling Events International Poverty Days South African Development Days 3 3 3 3 National Campaigns 7 events 12 12 12 12 PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201724 PROGRAMME 4: ADMInIStRAtIOn AnD GOvERnAnCE 4.3. FInAnCE Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to promote and maintain organisational excellence and sustainability Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Efficient and effective management of procurement Compliance to procurement regulations 89.7% 100% compliance 100% compliance 100% compliance 100% compliance 100% compliance Compliance to all PFMA and Treasury regulations 85% 95% 100% compliance 100% compliance 100% compliance 100% compliance Sound financial Management and optimal cash management Ratio of Mandate Costs versus Admin Costs as percentage of Government Grant 51:49 55:45 57:43 60: 40 60: 40 60:40 Ratio of Mandate vs Admin after PMU and Mobilisation 0 68:32 73:27 67:33 76:24 77:23 Surplus cash investments in compliance with the regulations 90% 100% 100% 100% 100% 100% Standard Operating Procedures Implementation of Standard Operating Procedures Approved SOP for Finance SOPs implemented SOPs reviewed & implemented SOPs reviewed & implemented SOPs reviewed & implemented SOPs reviewed & implemented PROGRAMME 4: ADMInIStRAtIOn AnD GOvERnAnCE 4.4. InFORMAtIOn tECHnOlOGy Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to promote and maintain organisational excellence and sustainability Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Efficient and secure ICT systems, hardware and networks Implementation of ICT improvement project Needs analyses complete Design and Pilot completed Implementation per project timelines Maintenance Maintenance Systems review Meeting minimum IT requirements on Disaster Recovery Plan - 48 hours 48 hours 48 hours 48 hours 48 hours % of uptime on ICT network - 90% 95% 95% 95% 95% Improved IT User Satisfaction Rating on Customer Survey - 90% satisfaction rating 95% satisfaction rating 95% satisfaction rating 95% satisfaction rating 95% satisfaction rating PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-2017 25 PROGRAMME 4: ADMInIStRAtIOn AnD GOvERnAnCE 4.5. RISK, AUDIt AnD GOvERnAnCE Strategic Goals: to leverage strategic partnerships to eradicate poverty to enable poor communities to achieve sustainable livelihoods Strategic Objective: to promote and maintain organisational excellence and sustainability Outputs Indicators Baseline (2011/12) Annual targets 2012/13 2013/14 2014/15 2015/16 2016/17 Effective and efficient corporate governance % of audit findings closed out per audit year 60% 70% 75% 80% 85% 90% Compliance to governance principles and prescripts 80% 80% 90% 90% 90% 90% Maintain a positive audit outcome Unqualified AG audit report with no emphasis of matter 1 finding (emphasis of matter) 0 0 0 0 0 Effective risk management, financial and internal controls % reduction in high risks 60% 70% 80% 90% 90% 95% % reduction on number of fraud cases at project level 90% 90% 90% 90% 90% 90% Implementation of internal audit coverage plan 100% 100% 100% 100% 100% 100% Stakeholder management A nationally recognised Development Agency Develop and approve stakeholder management strategy Approval of the stakeholder management strategy Implementation of the stakeholder management strategy Implementation of the stakeholder management strategy Implementation of the stakeholder management strategy Review and Implementation of the stakeholder management strategy Relevant stakeholder partnerships identified and mapped 1 international and 5 local key relevant stakeholders formalised 3 international and 8 local key relevant stakeholders formalised 3 international and 8 local key relevant stakeholders formalised 4 international and 10 local key relevant stakeholders formalised 4 international and 10 local key relevant stakeholders formalised Monitoring and Evaluation of organisational performance Organisational performance achieved in line with business plan and strategy 70% 80% 80% 80% 90% 90% PART A: STRATEGIC OVERVIEW National Development Agency I Strategic Plan 2012-201726 PART B: FINANCIAL RESOURCES AND RISK MANAGEMENT 7. Financial Resources and Risk Management 7.1. Resource Considerations The NDA adopted a financial management model whereby the allocation received from Government will be split between Mandate and Administration on a 60:40 basis over the MTEF period. The intention of this model is to ensure that a large percentage of the available financial resources are used towards delivery of services to the poor. The current available resources received from the National Treasury are unable to match the demand for funding by CSOs. The projected allocation over the five year period is R914 329 000. In addressing these challenges the NDA has adopted a rigorous strategic output of resource mobilisation that will include leveraging resources with key stakeholders. PART B: FINANCIAL RESOURCES AND RISK MANAGEMENT National Development Agency I Strategic Plan 2012-2017 27 7.2. Risk Management Risk # What threatens achievement of Objectives Absolute Risk (Scoring) Current (What control is in place) Ctrl Risk (Scoring) Future (Corrective action to be implemented) 1 Capacity of projects and beneficiaries in implementing projects High • Capacity building interventions • Monitoring of projects High • Targeted Capacity Building interventions • Ongoing mentoring • Partnerships with key stakeholders for delivery on Funded Projects 2 Financial mismanagement at projects level including fraud High • Fraud Prevention Plan • Fraud Hotline • Financial Management Training • Compliance Audits • Repossession of assets High • Fraud Prevention Plan • Fraud Hotline • Financial Management Training • Compliance Audits • Repossession of assets • Partnership with Law Enforcement Agencies 3 Lack of internal capacity in Project Management High Training and Development Medium • Targeted and subject-specific training and development on project management and implementation 4 Limited financial resources to execute the NDA mandate • Demand for Grants exceeding allocated resources High Government Grant High • Resource mobilisation • MTEF 5 Poor visibility of the NDA • Negative perception of the NDA • Reputational perception imposed on NDA by failed projects High • Stakeholder management • Dialogues and Seminars with CSOs and other stakeholders • Project launches • Reporting and profiling of projects success High • Colloquia • Dialogues and facilitating stakeholder engagements • Best practice and case studies 6 Limited sustainability of funded projects High Sustainability funding High • Capacity building interventions • Endowment fund • Linking projects to other donor funders PART B: FINANCIAL RESOURCES AND RISK MANAGEMENT National Development Agency I Strategic Plan 2012-201728 PART C: BUDGET SUMMARY 2012/13 PART C: BUDGET SUMMARY 2012/13 8. Budget Summary 2012/13 APPROvED BUDGEt 2012/2013 APPROvED BUDGEt 2013/2014 APPROvED BUDGEt 2014/2015 APPROvED BUDGEt 2015/2016 APPROvED BUDGEt 2016/2017 tOtAl AvAIlABlE InCOME 179 263 000 187 527 000 200 489 962 213 024 697 226 225 984 Grant from Department of Social Development 166 263 000 173 527 000 182 239 000 191 350 000 200 918 000 Other Income (Recovery from Assets Forfeiture Unit) 2 000 000 - - - - Projected Revenue by PM Unit - - 3 250 962 6 674 697 10 307 984 Interest earned on Bank Balances 11 000 000 14 000 000 15 000 000 15 000 000 15 000 000 MAnDAtE COStS 91 405 494 96 506 619 104 530 495 112 288 502 120 442 394 Funds committed to poverty eradication projects 74 818 350 78 563 918 86 034 861 93 098 550 101 012 442 Capacity Building 5 500 000 6 000 000 6 000 000 6 000 000 6 240 000 Direct Project Costs 6 307 144 6 622 501 6 953 626 7 370 844 7 370 844 Interface between Government and CSO's 610 000 900 000 945 000 992 250 992 250 Research and Development 4 170 000 4 420 200 4 597 008 4 826 858 4 826 858 ADMInIStRAtIOn AnD StAFF COStS 87 857 506 91 020 381 95 959 467 100 736 195 105 783 590 Goods and Services 28 577 820 29 664 711 31 229 235 32 439 470 33 702 968 Research and Development 860 000 903 000 920 200 957 008 995 288 Development Management 882 000 926 100 972 405 1 011 301 1 051 753 Provincial offices (Running Costs) 5 928 262 6 224 675 6 535 909 6 797 345 7 069 239 Company Secretary and board 2 565 855 2 694 148 2 828 855 2 942 009 3 059 690 Human Resources 2 175 000 2 283 750 2 397 938 2 493 855 2 593 609 Internal Audit 889 100 933 555 980 233 1 019 442 1 060 220 Information Technology 2 480 000 2 604 000 2 734 200 2 843 568 2 957 311 Finance and Head office running costs 8 337 603 8 574 483 9 192 207 9 559 896 9 942 291 Office of the CEO 1 155 000 1 212 750 1 273 388 1 324 323 1 377 296 Legal and Risk 610 000 640 500 672 524 699 426 734 397 Marketing and Communications 4 895 000 5 139 750 5 316 976 5 529 655 5 750 842 Efficiency savings (2 200 000) (2 472 000) (2 595 600) (2 738 358) (2 888 968) Staff costs 59 279 686 61 355 670 64 730 232 68 296 725 72 080 622 Salaries 56 079 686 58 883 670 62 122 272 65 538 997 69 143 642 Performance Bonus 2 000 000 1 200 000 1 266 000 1 341 960 1 429 187 Contractors and Temp Staff 1 200 000 1 272 000 1 341 960 1 415 768 1 507 793 tOtAl DEFICIt - - - - - National Development Agency I Strategic Plan 2012-2017 29 CONTACT DETAILS Ms Nokulunga Skeyi Provincial Manager Dr Anthony Bouwer Provincial Manager Ms Kwazi Mazibuko Provincial Manager Eastern Cape The Ridge Building, Ground Floor, 3 Berea Terrace, Berea, East London Tel: 043 721 1226 / 043 721 1227 or 043 721 2044 Fax: 043 721 2096 I email: ecprovince@nda.org.za Free State Quantum Building, Office No 209 – 2nd Floor, 172 Zastron Street, Bloemfontein, 9300 Postnet Suite 131, Private Bag X 01, Brandhof, 9324 Tel: 051 430 2024 I Fax: 051 430 3376 email: freestateprovince@nda.org.za Gauteng Provincial Office 10th Floor, Braamfontein Centre, 23 Jorissen Street, Braamfontein Tel: 011 339 6410 I Fax: 011 339 6410 email: gautengprovince@nda.org.za CONTACT DETAILS National Head Office Physical Address: 2nd Floor, Grosvenor Corner, 195 Jan Smuts & 7th Avenue, Parktown North, 2193 Tel: (011) 018 5500 I Web: www.nda.org.za I Email: info@nda.org.za National Development Agency I Strategic Plan 2012-201730 Mrs Thamo Mzobe Provincial Manager Prof Zach Chuenyane Provincial Manager Mr Maxwell Mathebula Provincial Manager KwaZulu-Natal Suite 1202, Nedbank Centre , 303 Smith Street, Durban Club Place, Durban, 4001 Tel: 031 305 5542 I Fax: 031 305 5140 email: kznprovince@nda.org.za Limpopo Albatross Centre, Suite 8, 19 Market Street , Polokwane Tel: 015 291 2492 Reception Ext (2201) I Fax: 015 295 7586 email: limpopoprovince@nda.org.za Mpumalanga Biwater Building Office 103, 16 Branders Street, Nelspruit, 1200 Tel: 013 755 1478 I Fax: 013 753 2244 email: mpumalangaprovince@nda.org.za CONTACT DETAILS National Development Agency I Strategic Plan 2012-2017 31 Mr Potlako Ntlatleng Provincial Manager Mr Clive Moses Provincial Manager Ms Jessica Fortuin Provincial Manager CONTACT DETAILS North West Office 0113A, First Floor, West Gallery Megacity, Mmabatho PO BOX 6118, Mmabatho, 2735 Tel: 018 392 6892 I Fax: 018 392 5432 email: nortwestprovince@nda.org.za Northern Cape Old University of Free State, 13 Dalham Road, Kimberley, 8301 PO Box 390, Kimberley, 8300 Tel: 053 831 4828/9 / 053 831 4831 or 053 832 3365 Fax: 053 831 4824 I email: northerncapeprovince@nda.org.za Western Cape The Chambers Building, 2nd Floor, 50 Keerom Street, Cape Town, 8001 Tel: 021 422 5175 I Fax: 021 422 5180 EXT: 2002 email: westerncapeprovince@nda.org.za National Development Agency I Strategic Plan 2012-201732 National Development Agency I Strategic Plan 2012-2017 33 NDA National Office RP82/2012 ISBN: 978-0-621-40582-8 D esign and Layout by M anik D esign 2nd Floor, Grosvenor Building I 195 Jan Smuts Avenue I Parktown North, 2193 Tel: +27 11 018 5500 I Fax: +27 11 018 5631 I E-mail: info@nda.org.za