Cape Town 30 March 2011

National Development Agency2011/16 Strategic Plan to

The Portfolio Committee on Social Development

Cape Town

30 March 2011

By

NDA CEO: Ms Vuyelwa Nhlapo

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TABLE OF CONTENTS

1. Introduction2. NDA Mandate3. Vision, Mission and Values4. NDA strategic Goal and Purpose5. NDA 2011/16 Strategy6. Five Year Summarised High Level Budget7. 2011/12 Summarised Budget8. Performance Plan and Costed Operational Plan9. Conclusion

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INTRODUCTION

The Strategic Plan has been informed primarily by the legislativeNDA mandate as set out in the National Development Agency Act

108 of 1998, Millennium Development Goals (MDGs), the five Government Priorities, 12 Government Outcomes,

Government-wide Programme of Action (PoA), Provincial Growth and

Development Programmes and Local Economic DevelopmentProgramme (LEDP). The Plan accordingly follows the NDA legislative mandate as set out in Section 3 (1) of the Act:

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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…Conti

SECONDARY MANDATE2. 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, advocacyand grant funding.

VALUES• Integrity• Dignity• Empowerment• Accountability & Responsibility• Transparency• Excellence• Partnering 6

2011/16 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 OBECTIVES

• Strategic objective 1: To build and enhance the capacity of CSOs to enable them to

carry out development work effectively

• Strategic objective 2: To grant funds, facilitate and manage poverty eradication

programmes

• Strategic objective 3: To influence policies, practices and strategies through

comprehensive research and knowledge management

• Strategic objective 4: To mobilise and leverage resources

• Strategic objective 5: To position the NDA as a premier development agency

• Strategic objective 6: To promote and maintain organisational excellence and

sustainability

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STRATEGIC OBJECTIVE 1 :TO BUILD AND ENHANCE THE CAPACITY OF CSOS TO ENABLE THEM TO CARRY OUT DEVELOPMENT WORK EFFECTIVELY

Outputs Indicator Milestones

2011/12 2012/13 2013/14 2014/15 2015/16

1.1 Capacity needs of CSOs assessed andidentified

CSOs capacity assessment and interventions report

Conduct capacity assessment of CSOs

Implement targeted intervention programme

Implement targeted intervention programme

Evaluate and Review of intervention programme

Implement new targeted intervention programme

1.2 Targeted interventions implemented

Programmes designed per capacity needs

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STRATEGIC OBJECTIVE 1 :TO BUILD AND ENHANCE THE CAPACITY OF CSOS TO ENABLE THEM TO CARRY OUT DEVELOPMENT WORK EFFECTIVELY.../CONTI


2011/12 2012/13 2013/14 2014/15 2015/16

1.3 Institutional and technical capacity of targeted CSOs strengthened

1.3.1 Number of targeted CSOs supported

1.3.2 Improved service delivery of targeted CSOs

100 ECDs supported

110 ECDs supported

120 ECDs supported

140 ECDs supported

140 ECDs supported

200 volunteers (2 per ECD site) capacitated





40 CSOs capacity enhanced





150 members of CSOs supporting vulnerable groups trained in core competencies in sector /programme specific areas





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STRATEGIC OBJECTIVE 2: TO GRANT FUNDS, FACILITATE AND MANAGE POVERTY ERADICATION PROGRAMMES


2011/12 2012/13 2013/14 2014/15 2015/16

2.1 CSOs involved in NDA targeted sectors, funded

2.2 Number of jobs created

Number of CSOs supported and funded

20 food security projects in ECD sites funded





40 CSOs in rural development funded





60 volunteer opportunities created in the rural development sector





5 CSOs supporting vulnerable groups funded




20 CSOs supporting vulnerable groups funded11

STRATEGIC OBJECTIVE 2: TO GRANT FUNDS, FACILITATE AND MANAGE POVERTY ERADICATION PROGRAMMES./CONT

Outputs Indicator

Milestones

2011/12 2012/13 2013/14 2014/15 2015/16


2.2 Number of jobs created

Number of CSOs supported and funded

10 volunteer opportunities created in CSOs supporting vulnerable groups





800 employment opportunities created





Number of research think tank CSOs supported and funded

2 research think tank CSOs supported





Number of CSOs networks supported to enhance capacity of NGOs and CBOs

5 CSOs networks supported




5 CSOs networks supported12

STRATEGIC OBJECTIVE 2: TO GRANT FUNDS, FACILITATE AND MANAGE POVERTY ERADICATION PROGRAMMES./CONT


2011/12 2012/13 2013/14 2014/15 2015/16

2.3 Partnership Programmes with Strategic development stakeholders facilitated and managed

2.3.1 Strategic Partners identified and key linkages established

10 partnerships facilitated and linked to NDA supported programmes





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STRATEGIC OBJECTIVE 3: TO INFLUENCE POLICIES, PRACTICES AND STRATEGIES THROUGH COMPREHENSIVE RESEARCH AND KNOWLEDGE MANAGEMENT

Outputs Indicator

Milestones

2011/12 2012/13 2013/14 2014/15 2015/16

3.1 Development oriented research and policy analysis undertaken

3.1.1 Broader Participation of research CSOs in policy and advocacy initiatives

Develop research agenda in consultation with research CSOs

Commission and disseminate research on identified poverty and development themes




3.1.2 Number of policy analysis papers produced and disseminated

1 strategic policy analysis report on critical development issues



Determine the impact of research papers on policy development

1 consolidated strategic policy analysis report

3.1.3 Strategic development studies undertaken

2 studies per year on relevant research issues




4 studies per year on relevant research issues14

STRATEGIC OBJECTIVE 3: TO INFLUENCE POLICIES, PRACTICES AND STRATEGIES THROUGH COMPREHENSIVE RESEARCH AND KNOWLEDGE MANAGEMENT ../CONTI


2011/12 2012/13 2013/14 2014/15 2015/16

3.2 National database of CSOs upgraded and maintained

3.2.1 Accessible and interactive database of CSOs

Build partnership and linkage with other data base and other knowledge centres

Maintain linkage with other database and other knowledge centres




3.3 CSOs advocacy and lobbying capacity supported

Improved lobbying and advocacy capacity of CSOs in targeted sectors

Develop an agenda in consultation with CSOs on lobbying and advocacy

Support the participation of CSOs in targeted fora



Compile a consolidated Report of CSOs participated in relevant development foraSupport

participation of CSOs in targeted National and International fora

3.4 CSOs participation in international fora facilitated 15

STRATEGIC OBJECTIVE 3: TO INFLUENCE POLICIES, PRACTICES AND STRATEGIES THROUGH COMPREHENSIVE RESEARCH AND KNOWLEDGE MANAGEMENT ../CONTI


2011/12 2012/13 2013/14 2014/15 2015/16

3.5 Lessons learned and best practices on poverty eradication interventions published

3.5.1 Best practice reports on poverty eradication issues produced

2 best practice reports produced targeted sector specific

3 best practice report produced targeted sector specific

3 best practice report produced targeted sector specific

Stakeholder feedback on documented best practices

1 consolidated best practice report produced on all targeted sector specific

3.6 Monitoring and Evaluation (M&E) of NDA funded projects undertaken

3.6.1Monitoring and Evaluation reports produced

Monitoring and Evaluation reports compiled and approved

Monitoring and Evaluation reports compiled, approved and implemented




Review and implement monitoring and evaluation framework




Review and implement monitoring and evaluation framework 16

STRATEGIC OBJECTIVE 4: TO MOBILISE AND LEVERAGE RESOURCES

Outputs Indicator

Milestones

2011/12 2012/13 2013/14 2014/15 2015/16

4.1 Resource Mobilisation Strategy approved and implemented

4.1.1R1 billion raised

Resource Mobilisation Strategy approved and implemented

R200 million raised

R200 million raised

R200 million raised

R200 million raised

R200 million raised

4.1.2 Strategic Partnerships established

10 Partnership agreements signed and implemented





Monitor and evaluate effectiveness of partnership agreements




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STRATEGIC OBJECTIVE 5: TO POSITION THE NDA AS A PREMIER DEVELOPMENT AGENCY


2011/12 2012/13 2013/14 2014/15 2015/16

5.1 Enhance strategic engagements with key stakeholders

A nationally recognised Development Agency

Approval and Implementation of the stakeholder management strategy

Implementation of the stakeholder management strategy

Evaluate stakeholder perceptions



5.2Enhance organisational reputation and resourcing

Implement interventions to improve the status of perceptions

5.3 Improved interface between Civil Society and Government

5.3.1 Platforms between CSOs and Government established and maintained

Facilitate 4 engagements between CSOs and Government on matters of poverty eradication and development





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STRATEGIC OBJECTIVE 6: TO PROMOTE AND MAINTAIN ORGANISATIONAL EXCELLENCE AND SUSTAINABILITY

Outputs Indicator

Milestones

2011/12 2012/13 2013/14 2014/15 2015/16

6.1 Organisational capacity strengthened

6.1.1Sufficient and competent workforce

Align organisational structure to strategic plan

Implement and Monitor HR Strategy

Implement and Monitor HR Strategy

Review and Evaluate the HR Strategy

Reporting

Approve and implement HR strategy

6.2Monitoring and Evaluation of organisational performance

6.2.1Organisation al performance achieved in line with business plan and strategy

Implement performance Management system





Bi-annual performance reviews conducted and managed





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STRATEGIC OBJECTIVE 6: TO PROMOTE AND MAINTAIN ORGANISATIONAL EXCELLENCE AND SUSTAINABILITY


2011/12 2012/13 2013/14 2014/15 2015/16

6.3Organisational systems and processes reviewed and improved

6.3.1Effective risk management, financial management and internal controls

Ensure that processes and systems are Integrated, aligned and compliant





6.3.2Effective and efficient corporate governance

Review and implement governance systems and processes

Maintain governance systems and processes


Review and implement governance systems and processes


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SUMMARISED HIGH LEVEL BUDGET

BUDGET SUMMARY FOR FIVE YEAR PERIOD 2012-2016

TOTAL AVAILABLE INCOME 174 860 000 182 813 000 193 527 000 206 238 620 219 592 937

Transfer payment from Government (DSD) 161 360 000 169 263 000 178 527 000 189 238 620 200 592 937Interest earned on Bank Balances 13 500 000 13 550 000 15 000 000 17 000 000 19 000 000

TOTAL EXPENDITURE 174 860 000 182 813 000 193 527 000 206 238 620 219 592 937

MANDATE COSTS 94 746 167 101 545 161 110 361 470 119 446 339 127 395 803

Direct Project Funding 86 847 370 90 617 469 98 126 585 105 435 210 112 625 362 Direct Project Costs 5 475 112 5 807 692 6 281 085 7 553 487 7 942 231 Dialogues,Studies and research 2 423 685 5 120 000 5 953 800 6 457 642 6 828 210

ADMINISTRATION , GOVERNANCE AND STAFF COSTS 80 113 833 81 267 839 83 165 530 86 792 281 92 197 134

Goods and Services 25 123 075 25 552 713 24 498 969 26 358 531 28 360 329 Employment Costs 53 887 572 55 715 126 58 666 561 60 433 750 63 836 805 Rellocation of Head Office (Once off 1 103 186 - - - -

TOTAL DEFICIT/(SURPLUS) - - - - 0

YEAR THREE BUDGET

2013/2014

YEAR FOUR BUDGET

2014/2015

YEAR FIVE BUDGET

2015/2016

BASE YEAR BUDGET

2011/2012

YEAR TWO BUDGET

2012/2013

2011/12 SUMMARY BUDGET

DESCRIPTION

BUDGETED AMOUNT

R

EXPENDITURE AS % OF TOTAL INCOME

TOTAL INCOME 174 840 000 Transfer payment from Government

161 360 000

Interest Earned on Cash balances 13 500 000

TOTAL COSTS 174 860 000

MANDATE COSTS 94 746 167 54% Direct project Funding 86 847 370

Direct Project costs 5 475 112

Research & Development 2 423 685

ADMINISTRATION AND GOVERNANCE COSTS 80 113 833 46%

Employment Costs 53 887 573

Goods and Services 26 226 260

Surplus/Deficit 0

PERFORMANCE PLAN AND COSTED OPERATIONAL PLAN

Strategic Objective Outputs Indicator 2011/12 Milestones Budget/Costing

1. To build and

enhance the capacity of CSOs to enable them to carry out development work effectively

1.1 Capacity needs of CSOs assessed andidentified

CSOs capacity assessment and interventions report

CSO's capacity assessment report 1.1.1 develop capacity needs assessment tool 1.1.2 Assess capacity needs of identified CSOs*All due in Q1

R8 684 737

1.2 Targeted interventions implemented

Design intervention programmes *Due in Q2

Training and capacity building report (Roll out capacity building intervention) *Due in Q4

Capacity Building Evaluation Report (Conduct impact evaluation) *Due in Q4

1.3 Institutional and technical capacity oftargeted CSOs strengthened

1.3.1 Number of targeted CSOs supported

1.3.2 Improvedservice delivery of targeted CSOs

100 ECDs supported *Due in Q4

200 Volunteers (2 per ECD site) supported/ capacitated *Due in Q3

40 CSOs capacity enhanced *Due in Q1

150 Members of CSOs supporting vulnerable groups trained in core competencies in sector/ programme specific areas *Due in Q4

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PERFORMANCE PLAN AND COSTED OPERATIONAL PLAN--/CONT


2. To grant funds, facilitate and manage poverty eradication programmes


Number of CSO's supported and funded

20 food Security projects in ECD sited funded *Due in Q1

R21 711 843

40 CSOs in Rural Development funded *Due in Q1 R34 738 948

60 volunteers opportunities created in Rural Dev Sector *Due in Q3

Salary Budget

5 CSOs supporting Vulnerable groups funded*Due in Q1

R21 711 843

10 Volunteer opportunities created in CSOs supporting vulnerable groups *Due in Q3

Salary Budget

800 opportunities employment opportunities created *Due in Q4

Included in funded projects

Compliance Audits and project support expenses*Ongoing

R540 000

Catering for Capacity Building Interventions*Due in Q1

R200 000

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PERFORMANCE PLAN AND COSTED OPERATIONAL PLAN--/CONTStrategic Objective Outputs Indicator 2011/12 Milestones Budget/Costing

3. To influence policies, practices and strategies through comprehensive research and knowledge management

3.1 Development oriented research and policy analysis undertaken

3.1.1 Broader Participation of research CSOs in policy and advocacy initiatives

Develop research agenda in consultation with research CSOs *Due in Q1

Salary Budget

3.1.2 Number of policy analysis papers produced and disseminated

1 Strategic Policy Analysis report on critical development Issues.*Due in Q1

Salary Budget

3.1.3 Strategic development studies undertaken

2 studies per year on relevant research issues.*Due in Q3

R400 000

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3.2 National database of CSOs upgraded and maintained

3.2.1 Accessible and interactive database of CSOs

Build Partnerships and Linkage with Other Databases. *Ongoing R100 0001 Desktop report per quarter on each National Priority areas *Ongoing

Partnership with other Development Resource Centres and Knowledge sharing Institutions. *Ongoing

R50 000

Purchase of Resource Centre material and produce catalogued materials report. *Ongoing

R50 000

3.3 CSOs advocacy and lobbying capacity supported

Improved lobbying and advocacy capacity of CSOs in targeted sectors

Develop an agenda in consultation with CSOs on lobbying and advocacy

Salary Budget

support participation of CSOs in targeted National and international fora

3.4 CSOs participation in international fora facilitated

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Strategic Objective Outputs Indicator 2011/12 Milestones

Budget/Costing


3.5 Lessons learned and best practices on poverty eradication interventions published

3.5.1 Best practice reports on poverty eradication issues produced

2 Best practice reports per year produced. *Ongoing Salary Budget

1 study to establish constraints and needs of CSOs involvement in poverty eradication *Due in Q2

R220 000

3.6 Monitoring and Evaluation (M&E) of NDA funded projects undertaken

3.6.1Monitoring and Evaluation reports produced

36 Performance field monitoring reports analysed. *Ongoing

Salary Budget

100 % timely completion of all mid-term evaluation of projects ready for mid-term. *Ongoing

R1.8m(Ringfenced)

2 best practice case studies on development National/International best practice report. *Ongoing

Salary Budget

100% timely completion of all projects needing close-out Impact Evaluations.

R1.8m(Ringfenced)

72 due diligence credible reports produced by end of second quarter *Ongoing

1 500 000

Baseline studies reports produced *Ongoing R1.4m (Ringfenced)

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4 To mobilise and leverage resources

4.1 Resource Mobilisation Strategy approved and implemented

4.1.1R200m raised

Resource Mobilisation Strategy approved and implemented *Ongoing

R420 000

R200m raised *Ongoing

4.1.2 Strategic Partnerships established

10 Partnership agreements signed and implemented Salary Budget

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PERFORMANCE PLAN AND COSTED OPERATIONAL PLAN--/CONTStrategic Objective Outputs Indicator 2011/12 Milestones Budget/Costing

5. To position the NDA as a premier development agency

5.1 Enhance strategic engagements with key stakeholders

A nationally recognised Development Agency

Development and approval of stakeholder engagement strategy. *Ongoing

R400 000Implementation of stakeholder engagements strategy *Ongoing

5.2Enhance organisational reputation and resourcing

Implement media publicity campaign and CSO communication plan *Ongoing

R2 613 286

5.3 Improved interface between Civil Society and Government

5.3.1 Platforms between CSOs and Government established and maintained

Dialogues and CSOs consultation *Ongoing R1 363 685Summit Planning report *Ongoing R225 0004 National policy dialogues and platforms carried out *Ongoing

R225 000

9 Dialogues and Platforms on critical Provincial Development Issues *Ongoing

R500 000

Facilitate 1 roundtable discussion between CSOs and Government on matters of poverty eradication and development *Ongoing

R100 000

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6. To promote and maintain organisational excellence and sustainability

6.1 Organisational capacity strengthened

6.1.1Sufficient and competent workforce

HR Strategies Workforce Planning approved and implemented *Due in Q1

R80 000

Develop Change Management Strategy and Implementation *Due in Q3

R95 000

Align functions to skills and competencies, Job Evaluations*Due in Q1

R95 000

Employee Wellness Policy approved and Implemented / Year End Event *Due in Q3

R300 000

6.2Monitoring and Evaluation of organisational performance

6.2.1Organisation al performance achieved in line with business plan and strategy

Training on 3 tier Performance Management implementation *Due in Q1

R60 000

NDA training and development and implementation*Due in Q4

R770 000

Implement On -Boarding Policy & Programme *Due in Q1 R50 000

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6. To promote and maintain organisational excellence and sustainability

6.3Organisational systems and processes reviewed and improved

6.3.1Effective risk management, financial management and internal controls

Legal and contracting *Ongoing R258 000

Risk Management including:( Security, Risk assessment, and Fraud prevention plan and hotline implementation) *Ongoing

R158 000

Compliance and project interventions *Ongoing R80 000

Internal Controls: Audited *Ongoing R610 000

6.3.2Effective and efficient corporate governance

Board meetings held per statutory requirements (Board Fees, Travel and Recording of Board proceeding ) *Ongoing

R1 752 435

Board Development *Due in Q1 R21 000

Board Assessment *Due in Q2 R49 358

Project oversight function by the Board (Board Project visits) *Due in Q3

R50 000

Annual Strategy review and risk assessment *Due in Q4 R100 00031

CONCLUSION

The NDA believes that through the successful engagement in poverty

eradication initiatives and the constructive impact it has on the lives of

its beneficiaries, poverty challenge can be defeated

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Thank You

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Documents

Cape Town 30 March 2011