1. 4/19/2018
BUSINESS CASE, STRATEGY & THE APP PRESENTATION TO THE PORTFOLIO COMMITTEE OF SOCIAL DEVELOPMENT 13 MARCH 2016
Ms Nelisiwe Vilakazi
Acting CEO

2. CONTENT Purpose Mandate Background Problem Statement NDA Business Case
Current NDA Business Model
Limitations & Inefficiencies of Current Model
Proposed NDA Repositioning Model
Priority Districts and District Model
Transitional Implementation Plan
Proposed Business Case Budget
NDA Strategy
NDA APP (2016/2017)
MTEF Budget (2016/17 – 2018/19)

3. PURPOSE
To present the Business Case, Strategic Plan (2016/2021) and the Annual Performance Plan (2016/2017) of the NDA to the Portfolio Committee on Social Development

4. An active civil society for sustainable poverty eradication
NDA MANDATE
Vision
An active civil society for sustainable poverty eradication
NDA ACT
Mission
To contribute to poverty eradication and the elimination of its causes.
Primary Mandate
Values
Integrity with Dignity, Empowerment for Accountability, Responsibility with Transparency, Excellence and Partnering
Strengthening the institutional capacity of other civil society organisations involved in direct service provision to the poor communities
Carrying out programmes and projects aimed at meeting development needs of the poor
To contribute towards the eradication of poverty and its causes by granting funds to civil society organisations for the purpose of:-

5. Debating development policy
NDA MANDATE
NDA ACT
Secondary Mandate
Undertaking research and publication aimed at proving basis for development policy
Acting as conduit for funding from Government, foreign government and other national and international donors for development work carried-out by CSOs ”
Debating development policy
Promote consultation, dialogue and sharing of development experience between the CSOs and relevance organs of state through

6. BACKGROUND
DSD conducted a review of NDA given the view of the National Treasury that the mandate was not clear.
The outcome of the review pointed to the need for the NDA to reposition itself and to establish its own niche to remain relevant to the government and to the stakeholders.
Consultations between NDA and DSD followed to establish how to respond to the findings and recommendations of the review.
An environmental scan was conducted to inform the process and content of the repositioning and strategy formulation.
Based on the review processes, NDA analysed the outcomes to establish a problem statement and then developed a Business Case and Strategy.
The Business Case, Strategy and the APP were shared with different stakeholders, approved and tabled in Parliament.

7. PROBLEM STATEMENT
Positioning of the NDA - the NDA has been perceived by social partners and some government departments, as not well positioned to deliver on its mandate.
Focusing and establishing a niche – The key stakeholders interviewed in both government and the CSO sector expressed a view that the NDA is duplicating activities done by other government departments, and performing functions that should be performed by CSOs.
Institutional support structure – one of the felt pressures by the NDA is its institutional structure and ability to efficiently and effectively contribute to its legislated mandate.
Visibility and Access – The NDA review, Mikondzo and the NDA environmental scan have all pointed to lack of NDA visibility and access to NDA services by CSOs and communities. The NDA is not known and this is a major concern for the Agency.

8. NDA BUSINESS CASE
The NDA business case aim at achieving the following in response to the problem statement:
Positioning of NDA - The Agency will focus on supporting CSOs, including cooperatives delivering services in most deprived districts in South Africa – Mikondzo Districts – working with DSD & SASSA
Establishing a niche – the NDA will focus on CSOs capacity building, CSOs social mobilisation and linkages of CSOs to developmental resources.
Service delivery model - decentralised and provided at district level as opposed to provincial level.
Up-skilling and preparation of staff - Re-skilling and re-orienting all NDA staff on the new business model and its processes and systems.
Upgrading and re-alignment of systems and processes - upgrade and integrate the current information technology infrastructure and systems to meet business model needs.
Re-adjustment of resource allocation to the Agency - the state to increase the funding levels of the NDA to meet the business model demands.

9. CURRENT NDA BUSINESS MODEL

10. LIMITATIONS & INEFFICIENCIES OF CURRENT MODEL
The NDA programmes are currently located at provincial offices making it very difficult for the poor communities to access NDA services, thus contributing to poor visibility and presence of the Agency services.
The structure has a number of limitations and inefficiencies as the human resources skills required to implement programmes and projects is located at provincial and national levels.
This results in high cost of running business as staff have to travel long distances to implement and monitor programmes and projects.
The Advisory centres are currently providing very limited function, namely, provision of information and referrals, this make this business to be ineffective and inefficient as resources are spent on human resources and infrastructure with minimal return on investment.

11. PROPOSED NDA REPOSITIONING MODEL

12. PRIORITY DISTRICTS IN PROVINCES

13. DISTRICT OFFICE STRUCTURE & LINKS WITH SECTOR OFFICES

14. DISTRICT OFFICE STRUCTURE & LINKS WITH SECTOR OFFICES1

15. TRANSITIONAL IMPLEMENTATION PLAN
The NDA has adopted a project management approach to facilitate the transitional planning and its implementation.
A transitional implementation plan was developed comprising of the following 5 strategic drivers:
Organisational Restructuring & Alignment
IT Enhancement & Optimisation
Physical Infrastructure
Service Re-engineering
Financial Sustainability
The transitional plan has timeframes, budgets, key risks &
responsibilities, and the implementation is therefore
monitored weekly.

16. FUNDING PROPOSAL FOR THE NDA BUSINESS CASE AND STRATEGY
2017/2018
2018/2019
2019/2020
NEW BASELINE ALLOCATION
Current Baseline Allocation
Current Funding Requirements for New Baseline -
TOTAL EXPENDITURE
PROGRAMMES
Programme 1: Administration
Programme 2: CSOs Mobilisation
Programme 3: CSOs Capacity Building
Programme 4: Research and Knowledge Management
CAPITAL EXPENDITURE
Office Furniture
Computer Equipment
IT infrastructure & Systems (Software and Intangibles)
ONCE OFF OFFICE SETUP COSTS
SHOTFALL
( )

17. NDA REVISED 5 YEAR STRATEGIC PLAN
The NDA strategy has identified 4 strategic objectives to guide the
operations in the MTSF, which are:
To develop and strengthen internal systems, processes and human capability to deliver efficiently and effectively on the NDA mandate.
To conduct CSOs engagements, assessments, and needs analysis in the identified prioritized wards.
To increase accessibility to capacity strengthening interventions to CSOs with the aim of improving the quality of services.
To conduct, collate and disseminate research and evaluations that inform the national development agenda.

18. NDA NEW PROGRAMMES & STRATEGIC OBJECTIVES
Programme 1: Governance and Administration
The programme will focus on promoting and maintaining organisational excellence and sustainability through effective and efficient administration that includes performance, employee well-being, cost containment and brand recognition. These will be achieved within a sound governance and administration environment.
Programme 2:
Civil society organisations social mobilisation
The programme focuses on CSO organisation engagements, assessments and needs analysis for CSOs, prioritisations of interventions required by CSOs, facilitating community and CSOs networks, resource identification and mobilisation to support NPOs, provision of information and referrals of CSOs to other state and private institutions for additional support.

19. NDA NEW PROGRAMMES & STRATEGIC OBJECTIVES
Programme 3: Civil society institutional capacity building
The programme will focus on strengthening institutional capacities of CSOs across Mikondzo districts and other high poverty districts identified by provinces and municipalities across all nine provinces.
Programme 4: Research and knowledge management
The programme will focus on action research and impact evaluative studies that will be used to inform programme planning, implementation and management of NDA poverty eradication programmes in the Mikondzo districts.

20. NDA ANNUAL PERFORMANCE PLAN 2016/2017
The APP covers the four programmes. Under each programme the APP has the following information:
The strategic objectives
The key performance indicators for each strategic objectives
The target for each key performance indicator
Break down of the targets into the four quarters of the year
Definition and description of all key performance indicators, including the description of portfolio of evidence (PoE) to be produced for each and very KPI
Budget for the MTEF 1

21. Administration: Strategic Objectives, indicators & annual targets for 2016/17
4/19/2018
Strategic Objective 1
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
To develop and strengthen internal systems, processes and human capability to deliver efficiently and effectively on the NDA mandate
Unqualified audit opinion
Clean audit opinion
Performance indicators
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
1.1
Number of Executive (EXCO) meetings held
New 12
1.2
Number of partnership agreements concluded and signed 14
Not in the APP 17 21 25
1.3
Timeous submission of strategic plan & Annual Performance Plan to the Executive Authority
Submit within the prescribed timeframes
1.4
Number of hits reached through NDA website and social media platforms
80 000
1.5
Percentage of staff audited for skills development
100%

22. Administration: Strategic Objectives, indicators & annual targets for 2016/17 (cont)
Performance indicators
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
1.6
Percentage of targeted employees attending identified skills development programmes
New
60%
40%
1.7
Percentage reduction in regulatory Audit findings
80%
100%
1.8
Completed and functional Integrated Information System
Approved ICT strategy and plan
60% Implementation of IT Plan
Fully functional and integrated ICT system
1.9
Number of 27 district offices established and functional. 9 18

23. Administration: Strategic Objectives, indicators & quarterly targets
Quarterly Breakdown for Targets and Performance indicators
Reporting period
Annual Target 2016/17
Quarterly Targets Q1 Q2 Q3 Q4
1.1
Number of EXCO meetings held
Quarterly 12 3
1.2
Number of partnership agreements concluded and signed 17 6 5
1.3
Timeous submission of strategic plan & Annual Performance Plan to Executive Authority
Annually
Submit within the prescribed timeframes
1st Draft APP& Strategy submitted within prescribed timeframes
2nd Draft APP& Strategy submitted within prescribed timeframes
Final approved APP& Strategy submitted within prescribed timeframes
1.4
Number of hits reached through NDA website and social media platforms
80 000
20 000
1.5
Percentage of staff audited for skills development
100% -
1.6
Percentage of targeted employees attending identified skills development programmes
60%
20%
40%
1.7
Percentage reduction in regulatory Audit findings
Bi-annually
80%
1.8
Completed and functional Integrated Information System
Approved ICT strategy and plan
IT Assessment requirement report
Draft IT Strategy & Plan
1.9
Number of district offices established and functional 9

24. CSOs Mobilisation: Strategic Objectives, indicators & annual targets
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
To conduct CSOs engagements, assessments and needs analysis in the identified priority wards.
New
2 030
3 050
4 200
Performance indicators
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
1.1
Number of social engagements with CSOs on community development
new
2 030
3 050
4 200
1.2
Number of CSOs structures formalised in priority wards per year
630
720
940
1.3
Number of CSOs assessed in priority wards to determine appropriate capacity building interventions per year
1.4
Number of CSOs assisted to register with appropriate registration authority in priority wards
1.5
Number of CSOs assessed and referred to other Agencies for technical and financial support in priority wards per year
406
762
1 260

25. CSOs Mobilisation: Strategic Objectives, indicators & quarterly targets
Quarterly Breakdown for Targets and Performance indicators
Reporting period
Annual Target 2016/17
Quarterly Targets Q1 Q2 Q3 Q4
1.1
Number of social engagements with CSOs on community development per year
Quarterly
2 030
365
555
1.2
Number of CSOs structures formalised in priority wards per year
630 60
262
201
107
1.3
Number of CSOs assessed in priority wards to determine appropriate capacity building interventions per year.
1.4
Number of CSOs assisted to register with appropriate registration authority in priority wards per year
1.5
Number of CSOs assessed and referred to other Agencies for technical and financial support in priority wards.
406
100
102

26. CSOs Capacity Building: Strategic Objectives, indicators & annual targets
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
To increase accessibility to capacity strengthening interventions to CSOs with the aim of improving the quality of services.
New
4950
8250
14000
Performance indicators
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
1.1
Number of civil society organisations trained and mentored to comply with the Non Profit Organisations Act, 1997
new
3000
3750
6000
1.2
Number of civil society organisations capacitated in civil society organisational management per year
223
2 059
2 531
2 500
2000
5000
1.3
Number of NPOs trained in community development practice
450
1500
1.4
Number of NDA funded projects exited into sustainable programmes
140

27. CSOs Capacity Building: Strategic Objectives, indicators & quarterly targets (cont)
Quarterly Breakdown for Targets and Performance indicators
Reporting period
Annual Target 2016/17
Quarterly Targets Q1 Q2 Q3 Q4
1.1
Number of civil society organisations trained and mentored to comply with the Non Profit Organisations Act, 1997
Quarterly
3000
500
1000
1.2
Number of civil society organisations capacitated in civil society organisational management per year
2000
250
750
1.3
Number of NPOs trained in community development practice
450 50
175
1.4
Number of NDA funded projects exited into sustainable programmes
140 20 40

28. Research & Knowledge Management: Strategic Objectives, indicators & annual targets
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
To conduct, collate and disseminate research and evaluations that inform national development agenda.
New
16 reports produced & disseminated
18 reports produced & disseminated
20 reports produced & disseminated
Performance indicators
Audited/Actual Performance
Estimate performance 2015/16
Medium-term Targets
2012/13
2013/14
2014/15
2016/17
2017/18
2018/19
1.1
Number of research reports, evaluation reports and policy briefs produced per year
new
14 reports produced
16 reports produced
18 reports produced
20 reports produced
1.2
Number of best practice publication produced per year 6 7
6 publications produced
9 publications produced
12 publications produced
1.3
Number of dissemination sessions for research reports, evaluation reports, policy briefs and best practice publication conducted per year
1.4
Number of people who attended research reports, evaluation reports, policy briefs and best practice dissemination sessions per year
New
240 people
260 people
280 people
1.5
Revised NDA monitoring and evaluation framework and tools approved during the year
Approved M&E Framework

29. Research & Knowledge Management: Strategic Objectives, indicators & quarterly targets (cont)
Quarterly Breakdown for Targets and Performance indicators
Reporting period
Annual Target 2016/17
Quarterly Targets Q1 Q2 Q3 Q4
1.1
Number of research reports, evaluation reports and policy briefs produced per year
Quarterly
16 reports produced
2 reports produced
6 reports produced
1.2
Number of best practice publication produced per year
6 publications produced
1 publication produced
2 publications produced
1.3
Number of dissemination sessions for research reports, evaluation reports, policy briefs and best practice publication conducted per year
6 sessions
1 session
2 sessions
1.4
Number of people who attended research reports, evaluation reports, policy briefs and best practice dissemination sessions per year
240
40 people
80 people
1.5
Revised NDA monitoring and evaluation framework and tools approved during the year
Approved M&E framework & tools
Draft M&E framework & tools

30. MTEF Budget Allocation
CURRENT YEAR (2015/16)
2016/17
2017/18
2018/19
REVENUE
Transfer from Department of Social Development
Other Income
TOTAL EXPENDITURE
PROGRAMME 1: ADMINISTRATION AND GOVERNANCE
Employment cost (Support and Governance Staff)
Overheads and operating costs
TOTAL MANDATE COST
PROGRAMME 2: CSO MOBILISATION
CSO engagements, needs assessment and support
Compensation of Employees (Development Managers & Information officers)
PROGRAMME 3 : CSO CAPACITY BUILDING
Compensation of Employees (Capacity building officers)
Institutional capacity building
PROGRAMME 4: RESEARCH AND KM
Compensation of Employees (M& E Specialists)
Research studies commissioning & publication of studies
Monitoring and evaluation of programmes
Capital expenditure
Replacement of Laptops per IT Policy
Integrated ICT system -
Set - up costs : District offices
SHORTFALL/ SURPLUS

31. RECOMMENDATION
It is recommended that the Portfolio Committee on Social Development approves both the Strategic Plan (2016/2021)and the Annual Performance Plan (2016/2017) of the NDA.

32. THANK YOU!!