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IKHALA TRUST 030-883-NPO Est 2002 Our Story. Where and why it all began Why a micro-fund for community based organisations in the EC (background) Who.

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Presentation on theme: "IKHALA TRUST 030-883-NPO Est 2002 Our Story. Where and why it all began Why a micro-fund for community based organisations in the EC (background) Who."— Presentation transcript:

1 IKHALA TRUST 030-883-NPO Est 2002 Our Story

2 Where and why it all began Why a micro-fund for community based organisations in the EC (background) Who was involved and how Where it was initially located and reason for choosing a different path (from faith- based to secular) The journey continues … the destination – who knows

3 OVERALL GOAL OF IKHALA TRUST Poor communities in the EC are less vulnerable, more self-reliant and have improved economic and social well-being

4 PURPOSE Community responses to social and economic challenges are strengthened through the provision of effective, targeted grant funding and appropriate capacity building support

5 GUIDING PRINCIPLES To work with grassroots organisations that would usually fall through the gap To make small grants to small organisations To act as a catalyst for other initiatives To work across and with all sectors To demonstrate efficient and effective disbursement of funds in the least turn-around time To hold a shared vision with organisations with whom we work Recognise and value what people bring to the relationship Equity based partnerships with recognition of mutual rights and responsibilities To bring decision making about funding to lower levels

6 PROGRAMMATIC FOCUS Capacity Building Framework -Organisational Development (outsourced) -Skills Training (outsourced) -Relationship Building – internal and external *Grant making

7 SECTORS WE SUPPORT Rural Development Urban Development People living with Disabilities Health: HIV/Aids (specific) We operate across all sectors and size and frequency of grants depends on the donors we are able to attract

8 Purpose Statement for HIV/Aids To ensure that through the support we provide to CBOs in the field of HIV/Aids, households and communities by and large have access to -Free and available health care services -Access to relevant social grants -Access to balanced, regular, nutritious meals -Free education for orphans and vulnerable children -Support mechanisms that will free individuals from stigmatization and discrimination including education and awareness of gender rights

9 GRANT-MAKING CYCLE 1.Request Criteria and Application Forms 2.Application Received 3.Desk-top appraisal 4.Field visits 5.Appraisal Report and Approval 6.Disbursement and Monitoring 7.Transition (regrant or exit)

10 Monitoring, Evaluating and Reporting Unit of analysis – monthly report – report translated into local language Encourage self-assessment using Ikhala’s format Link questions to Ikhala’s vision, mission, result areas and share with grantees Revisit monthly reporting format x 2 per year Provide peer to peer support (horizontal exchanges) Access relevant information that is shared Use annual conference as a way of M & E Encourage regular telephonic and written communication On-site support services availed by Ikhala Trust staff and reps

11 Ikhala’s Version of a Capacitated CBO Registered with NPO Directorate: Has their own constitution and used to guide the organisation Organisations structure clear: Roles and Responsibilities understood – good leadership Basic internal financial and organisational policies Reasonable understanding of the development context Ability to write simple reports and report on activities Part of a broader network of like-minded organisations Has acquired at least one other donor aside from Ikhala Trust

12 Relationship Wheel Donors Some Govt officials CBOs & Grantees NGOs inside and outside the Province Donors Critical friends Corporates Local and national networks

13 Challenges we deal with Unemployment and poverty has peaked – very uneven development – rural vs urban – Eastern Cape Province largely rural – geographically very challenging The effects of HIV/Aids on ourselves, our work, our grantees and the communities we serve – challenges our developmental model – immediate needs often outway our developmental approach in terms of strengthening of orgs Mushrooming CBO sector – many doing much of the same – poses challenge in who we should be supporting Available resources in Province – not however reaching target group – attempts to centralise for better monitoring and evaluation by Govtment – many orgs lost in this process

14 Lessons we take from what we do Spend time building a relationship of trust and understanding with grantees to ensure that there is mutual accountability – trust is a major aspect of this process Projects must be visited so one gets a better sense of what is happening is the community – reports don’t reveal the true picture Big is not always better – small has profound ripple effects – builds critical mass Organisations have learnt to talk about problems as they feel that this is what will get them funding – they often don’t share the many ‘little’ successes they achieve on the ground for fear of not being supported

15 Key benefits CBOs derive from our support Good introduction to managing projects Managing funds and learning to be accountable Writing reports Meeting community needs Understanding and building relationships with a donor Managing volunteers and potential conflict Increase in the skills of project leaders, staff etc Introduction to other donors and networks, service providers and ‘help’ organisations

16 Practice and a link to Education and Research Collaboration with Academic Institutions regarding community grant making with a practice community i.e. Ikhala Trust Coady Institute – case study documentation Provide Masters and Doctoral students with opportunity to research Link with institutions gives credibility to the work we do and takes the Ikhala Model to scale and out into the international arena

17 The questions we ask of ourselves To what extent is our target/beneficiary community involved in informing the planning, monitoring, evaluation and reporting systems we have developed? Is there space for them to influence these and how does this happen? To what extent do we ‘listen’ to our target group – how do we take lessons we learn from them and incorporate into our practice? What happens when target/beneficiary community can take ownership of their own destiny? What happens to the role we currently play? Whose agenda are we promoting – how do we promote and develop our own agenda? How well do we understand our target/beneficiary community? When we say hallo we must also be planning our goodbyes

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