Course Objectives

Upon completion of this course, the participants should be able to:

• Plan process for non profits and the development agenda
• Review Mission and Vision statements
• Plan and Research
• Draft Strategic Plans
• Create Nonprofit Strategic Planning Models and Approaches
• Develop Toolkit and Guides
• Setup Key Performance Indicators and systems of monitoring and evaluation
• Measure Impact and sustainability

Course Overview

The non-profit or third sector is essential for local development and advocacy partnerships. Development projects are becoming more complex in a post Covid, fractured world, and there is an increasing pressure to show sustained results- and impact. Rapid changes and drivers  in the social, economic, technological, and the  political environment are having  significant impact on development  & advocacy programs in a world that’s struggling to meet the UN Sustainable Development Goals SDGs and in South Africa , the National Development Plan NDP 2030.

Planning for non-profit sector, as well as integrating Monitoring & Evaluation M&E measurement are essential for measuring impact

Our Strategic Planning for NPOs is an unique program providing participants with knowledge on Governance, Resources and Methods ( M&E Learning) towards sustainability

While it is the organisation’s purpose and objectives outlined in its founding document that provide direction and focus for its work, it is important to note that they are also the basis on which the organisation’s programmes are planned.  A programme relates to the structures, processes and practices that have been put in place to deliver activities (which may be services, projects, campaigns, or research) that meet the needs of beneficiaries and, collectively, contribute to the organisation’s mission.

It is worth remembering that because the Board has in-depth knowledge of the organisation but is generally not involved in the implementation or delivery of services, it is well placed to review the quality of service provided by the organisation and, therefore, to provide guidance and support for improvement.

Governance: The Board plays a very important role in annually reviewing, guiding and endorsing the strategic goals of the NPO. Critical to this process is evaluating the effectiveness of the organisation’s strategy in the previous year and reviewing future strategies that will create the greatest impact in light of a fast-changing world. Board members are often not appraised of their functions and fiduciary duties.

Arising out of strategic decisions and plans, the need for reviews allows for effective forward planning recommended by management relating to how the organisation will implement programmes and projects to achieve the chosen strategies and what is required for those programmes.  This ensures that fund-raising requirements are aligned with a clear sense of direction (what the organisation is wanting to achieve) and with a good justification for the resources it will need to achieve its mission via program implementation

Programmatic review

The Independent Code of Governance for NPOs in South Africa was developed by civil society organisations to promote good governance, high standards and best practice amongst NPOs. The Code represents a strong sentiment within the sector not to be regulated, either by the state or the corporate sector.

Firstly, directors must ensure that the organization is compliant. All organizations must comply with various laws (e.g. Non-profit Organizations Act and Companies Act). They must also comply with their own founding documents (e.g. Deed of Trust, Memorandum and Articles of Association or Constitution) and the policies and procedures that have been approved. Finally, these organizations must comply with various ethical principles to prevent conflict of interest and so forth. In my experience, directors in the non-profit sector are very good at fulfilling this role and following the required procedures.

Secondly, directors must ensure that the organisation is run responsibly and make sensible strategic decisions to fulfil the organization’s mandate and prevent disaster. Directors must therefore monitor the decisions of senior management and ensure that they are wise. Directors must ensure that senior managers have a good understanding of the organization’s strategic context and are making appropriate decisions to protect the organization’s future

Directors and board need a strategic planning approach and  must ensure that an organization performs and is able to increase its social impact and financial performance

The Independent Code consists of a set of principles, values and responsibilities intended to guide and inform the way that organisations are managed and conduct their affairs. It is also intended to serve as a standard or measure to assess performance and guide members of governing boards and others who carry responsibility for governance.