Socio-Economic Development - PDF

Document Sample
Socio-Economic Development - PDF Powered By Docstoc
					P resen tatio n P ro file

C o r p o r a te L e g a c y S o u th A fr ic a ( P ty ) L td R e g . N o . 2 0 0 8 /0 2 3 4 1 5 /0 7

Strategies of G iving (SoG s)




CORPORATEL HIERARCHY OF STRATEGIC INTENT Aim Vision Mission statement CORPORATEL BUSINESS OVERVIEW Introduction Why Corporatel? Who we serve Products and Services Our project Our clients OVERVIEW OF STRATEGY OF GIVING Strategy of Giving explained Six Principles of Giving SoG Tools Complete List of SoG Example Document 7 8 13 18 20 4 4 4 6 6 6 3 3 3

APPENDIX: OUR SOCIO-ECONOMIC DEVELOPMENT PACKAGE Summary of methods, tools & techniques 22


25 26 29


V a lu e s a n d b e lie fs
V is io n T o e n d p o v e rt y a n d b u i ld a w o rl d w h e re a ll p e o p le c a n l iv e fre e a n d d ig n ifi e d li v e s M i s s io n S ta te m e n t W e b e l ie v e e v e r y o n e h a s a n i n t e re s t in g s to r y to te ll. A life s t o ry fill e d w ith im p o rt a n t h ig h l ig h ts n e e d t o b e to ld a n d p r e s e rv e d s o t h a t th e fu tu re g e n e ra t io n c a n l e a rn a b o u t t h e i r a n c e s t ry , h e rita g e a n d le g a c y . O u r m i s s io n is to c o n v e rt g o o d i n te n t io n s w it h m a tu r it y a n d e x c e ll e n c e in t o e ffe c t iv e a n d fu l fil lin g a c t io n s w i th a g o a l -lin e o b je c ti v e o f s i g n i fic a n c e .

In tro d u c tio n
C o rp o rate L e g ac y S o u th A fric a (P ty ) L td ; R e g . N o . 2 0 0 8 /0 2 3 4 1 5 /0 7 (S h o rten ed n a m e : C o rp o rat el) is a fo u rt h -s ect o r fo r-p ro fit a n d fo r-b e n e fi t s o c ial en trep ren eu r co m p a n y th at o ffers a ss is ta n c e a n d g u i d an ce to co m p an y a n d o rg an iza tio n s o n u s in g th eir c o rp o rate , fin an cia l a n d h u m a n res o u rc es effe ctiv el y in d e alin g w ith co m m u n ity a n d so cia l p ro b lem s . C o rp o rate l b e lie v es a h e alt h y s o c ie ty re q u ires th re e s ect o rs : a p u b lic s ec to r o f effe cti v e g o v e rn m e n ts ; a p riv ate s e cto r o f e ffec tiv e b u si n es se s ; an d a s o c ial se c to r o f effe ctiv e c o m m u n it ies . T h e w h o le a im o f o u r m i s sio n i s to h arn e s s th e p o w e r o f p riv a te e n te rp ris e to crea te p u b lic b en e fit (alt ern a tiv e l y k n o w n a s p r iv a te p u b lic p a r tn e rs h ip ) . W e s et o u r o b je cti v es t o m ee t c o m p reh en s iv e an d tra n s p a ren t s o c ial an d e n v iro n m en tal p e rfo rm an c e s ta n d ard s to i n s titu tio n a liz e st ak e h o ld e rs ’ in t eres ts ; w h i ch cre ate in s tan t s ig n a ls to cu s to m e rs , in v e sto rs an d p o lic y -m a k e rs t h at o u r b u s in es s p a rtn e rs (b o th g o v e rn m e n t an d p riv a te c o m p a n ie s ) cre at e s o c ial b e n e fits th ro u g h th ei r p ro d u ct s, p ra ctic es a n d u s e o f p ro fit s a n d p u b lic fu n d s . W e als o as s is t co m m u n ities in a ttrac tin g an d re tai n i n g in w a rd l o ca l in v e st m en t s in to ru ral v ill ag e s o r c o m m u n iti es ; e v al u at in g o f S E L D (S u p p o rti n g E v id en c e fo r L o c al D e liv er y ) p ro g ram m e s fo r lo c al d is tric ts an d m u n icip ali ties ; s o cia l an d p artic ip ato ry c o n s u ltati o n ; co n s e n su al p la n n i n g ; g en e ra l a d v ice a n d su p p o rt.


Why us?
On Time Schedule Corporatel brings a disciplined approach to project estimation and schedule management. We know that a rock solid schedule is an investment that produces tangible returns to our clients. As with any investment, large or small, we work hard to initiate and nurture client’s projects. On Budget Corporatel works closely with clients to ensure that project funding requirements are clear, agreed upon, and adequate. Our disciplined approach will enable organizations to fund future phases of projects with savings from early successes. Superb Project Management and Delivery Companies or organizations need their projects to run on time, on budget, and with high quality. Corporatel delivers tiered project management services and solutions targeted to meet their organization’s specific needs. Our project managers are all certified through the Project Management Institute. Our services also include: Project Faststart Get projects off to a great start quickly with project faststart. The project manager and team receive just-in-time knowledge, training and mentoring on how to function in the project environment. Practice & Training Define, document, and implement the critical project management practices and policies through a methodology that fits clients’ organizations. Corporatel will help to embed project management through a combination of training events and mentoring and transfer skills and knowledge to client’s staff. PM Helpdesk A hotline for rapid response to project management issues –from emergencies or a simple question. This on call service will provide the real-time assistance and mentoring for new PMs or the problem the project could face that could benefit from objective intervention.

Who We Serve
The social sector is where we live and work. Our advisors bring incredible talent, many resources, and diverse contact lists to every assignment. The following are the main areas: Philanthropists & Foundations Through our consulting services, philanthropists gain clarity of vision, create compelling missions, strategize achievable plans, and develop relevant grant programs. Because philanthropists and foundations vary in personal values, strategy, and focus, we offer customized management services, ranging from back-office support to existing leadership, to a full complement of staff reporting to the board. Whether we answer to non-profit board composed of prominent citizens, an elected school board, a government oversight mechanism, a set of trustee, a democratic religious congregation, an elected membership association, civil service or volunteer, one of the most visible and enjoyable aspects of Corporate Legacy is that Corporatel easily fulfills a foundation’s complete program and operations. Corporate Giving Companies with a comprehensive CSR strategy are able to demonstrate a wider responsibility to investors, shareholders, employees, customers and the general public that goes beyond the bottomline –and are therefore able to better manage risk and to enhance their corporate image and manage their brand. Companies with rigorous corporate social responsibility standards are also positioned to attract and retain high-quality staff thereby reducing employees’ turnover rates and recruitment costs. Why trust Corporatel to address your company’s philanthropy? Corporate Legacy pulls together a top quality team experienced in philanthropy and marketing to address specific challenges. We work creatively with company management to ensure essential goals are met within your CSR mandate. These include:  Assess an existing giving program for the double bottom line  Coordinate an existing disparate philanthropy approach for greater impact  Design a new giving program to strengthen public image  Utilize Corporate Legacy as third-party grants evaluator adding objectivity  Design and test an effective employee volunteer program  Design an employee matching gift program to leverage corporate funds  Utilize Corporate Legacy for corporate foundation management and staffing  Corporatel can accelerate your double-bottom-line giving strategy!


Government Grants Maker Efficient use of public funds is a leading priority for local district, municipality and government departments and agencies. Developing a clear and focused program strategy and implementing effective service delivery are fundamental building blocks for success. Ensuring service delivery is visible, sustainable, client friendly and measured for outcomes transforms society and accelerate the public trust. Corporatel assists government agencies and departments to identify and establish the formal processes and procedures necessary to make operations more efficient. Emphasis is given to understanding the motives behind initiatives and the goals to be accomplished, shaping customized technical assistance to accomplish those goals. Technical assistance runs the gamut from strategic planning to program analysis and from development to database administration - to aid in institutional capacity building. Corporatel can provide these services for domestic programs across the country. Corporatel supports program offices by providing a range of services to help manage operations, deliver programs, and evaluate project outcomes:  Technical advisor  Build capacity  Evaluate performance  Analyze deliverables  Develop community relations  Conduct staff training  Build coalitions  Cultivate public/private synergies Public Charities Corporatel was founded on the principle that philanthropists providing the social capital want to have a voice in the life of their grantees partners. Whether the assignment is strategy and planning, financial management, research or resource development our advisors see public charities through the eyes of a donor. Let us help you with reputable charitable organizations. Organisations that don’t use up your contribution on administration expenses but actually spends the vast bulk of money it collects on the people or causes it is supposed to be helping.


PM EVALUATIONS AND CORPORATE VALUE DESIGNS “STRATEGIES OF GIVING” SOCIO-ECONOMIC DEVELOPMENT: CORPORATE SOCIAL RESPONSIBILITY (CSR) FOUNDATION MANAGEMENT SERVICES (FMS) AND GOVERNMENT GRANTS BUILDER OTHER SERVICES BUSINESS ADVISORY SERVICES • Business unit alignment • Team alignment • Performance management • Collaboration • Project Management • Facilitation and training • Project sponsor ENTERPRISE DEVELOPMENT • Business Plans • Corporate Profile • Consortium formulation • Joint Venture builder • Takeovers & mergers • Receivership/Liquidations • Franchise builder • Industrial Participation Programs (Economic benefits or offsets) •

Our Projects
These include: 1. Business process reengineering/improvement 2. Organisational redesign Project Management 3. Methodology Development and Implementation 4. Evaluate investment projects from a range of stakeholders perspective or portifolio of investments 5. Assist investments proposals prepared by other agencies or consultants 6. Facilated Organisational “off sites” & Planning Sessions 7. Project Management Training & Mentoring 8. Facilitation Traininng

Our Clients
We apply proven methodologies to support the outcomes our clients seek. We work with clients across industries including: 1. Government ministries and pubic enterprises 2. Banks and financial institutions 3. Investment analysts: Individual and corporate investments 4. International development agencies 5. Private management, engineering and business consulting firms 6. Public-private partnership 7. Regulatory institutions 8. Community services


Strategy of Giving (SoG)
So, What is This SoG? Is it marketing, R&D, management, advertising, crowdsourcing, brand building or what? In fact, it is all these things. The Strategy of Giving is a new way of thinking that encourages companies to interact with the outside world by giving. Strategy of Giving in a Nutshell: What is giving? The question itself seems deceptively simple. The act of giving is such a basic part of our daily lives that it is hard to enclose into a small package. But in order to use giving as a strategic tool, it is necessary to define it and try to understand it on a deeper level. To get to the bottom of giving, it should be broken down to smaller pieces. Giving is divided in two consecutive processes: the Giving Process and the Redemption Process, both of which can be further divided into two parts. Each part has an important role in the entity, and thus strategic giving cannot function without the careful planning of all of the below mentioned phases.

Redemption 1: Giving Back (Y). Receiving a gift always triggers a motion in the receiver that ignites the redemption process. FACT! The motion can translate into a change in the receiver’s behavior, emotional state, attitude or values.  Redemption 2: Receiving. The motion generated by the act of receiving a gift does not always come directly back to the gift-giver. FACT! The gift can, for example, lead to a recommendation. That is why it can be difficult to detect the motion created by the act of receiving. Improved customer loyalty is a good example of this. The gift-giver can never be completely certain on the kind of motion the gift will generate in the receiver. FACT! That is why the gift-giver needs to be ready to receive and utilize the surfaced motion, whatever its form.

Building Your SoG
Building a Strategy of Giving in its simplest form: i. ii. iii. How are we hoping to change the thinking or behavior of the receiver? What does the receiver want? What do we need to give to get the results we are looking for?

The Components of Strategic Giving
Giving Process 1: Giving Away (X). The first part in giving is the most distinct and the most visible. At the same time, it is the hardest, as it requires risk taking and faith that the recipient will accept the gift. Giving Process 2: Accepting (Z). Giving process is only actualized when the receiver accepts it. For example, you may run into a young woman handing out typed leaflets with testimonies of her faith. The woman warmly looks you in the eyes and hands you the leaflet. You take it out of politeness and throw it away later. In her mind, she is giving you something incredibly valuable. But you think she is annoying and perhaps even a little strange. Although the giver might find her gift valuable, the receiver might find it worthless. Similarly, a company can approach its customers in a way that it finds valuable, but which the customer perceives as worthless. Therefore, it is only the receiver’s act of receiving that makes the giving process complete. It is then left to the receiver to decide whether giving took place. It is here that the perceived value of the gift becomes its actual value. As you would expect, the receiver’s willingness to accept the gift and his or her perceived value of the gift are dependent on how accurately the gift meets the recipient’s needs (X=Z).

The planning of strategic giving needs to start with the generated motion. First of all, it is good to start by thinking about the nature of the motion you are interested in generating. Next, you need to determine what the receiver’s needs. Then, it is crucial to look at both of these aspects to determine what might be an appropriate gift. By being familiar with the different roles of the various parts in the giving and the redemption process, it is possible to plan the act of giving in a way that motion coming from the receiver can be directed, and the gift given, in return, can be influenced. The given item should not only meet the receiver’s needs, but it should also include a wish for the desired direction for the motion coming in return (X=Z+Y). The application of this theory can sometimes be very simple. For many companies the Strategy of Giving is no trickery, but is simply an indication that the company listens to people, aims to fulfill their needs, and gives them an opportunity to give back.












Complete List of Our SoG
These include: Welfare and Humaritarian (a) Abandoned, abused, neglected or homeless children –care and counselling and provision of education programmes (b) Poor and needy persons, where more than 90% of such persons are over the age of 60 –care and counselling (c) Physically or mentally abused and traumatised persons –care and counselling, and provision of education programmes. (d) Disaster relief (e) Poverty relief (f) Rescue or care of persons in distress (g) Prisoners, former prisoners, convicted offenders and persons awaiting trials –rehabilitative, care, counselling or education (h) Persons addicted to dependence –formative substance –rehabilitation, care or counselling, as well as the provision of preventative and education programmes relating to substance abuse or addiction (i) Conflict resolution and promotion of reconciliation, mutual respect and tolerance between the various people of South Africa (j) Human right and democracy –promotion or advocacy (k) Protection of public safety (l) Legal service for poor and needy persons(Legal aid clinics called probonos) (m) Facilities for the protection and care of children under school-going age of poor and needy parents (n) Asylum-seekers and refuges –promotion and protection of their rights and interests, and provision of care (o) Community development for the poor and needy persons and ant-poverty initiatives including: i. Community-based projects relating to self-help, empowerment, capacity-building, skills development or anti-poverty ii. Providing training, support and assistance to community-based projects as contemplated above iii. Training, support and assistance to emerging micro-enterprises (which may include granting of loans under certain prescribed conditions) (p) Promotion of access to media and a free press
            Education Development Adult Basic Education and Training, including literacy and numeracy, as defined in the Adult Basic Education and Training Act 52 of 2000 Further Education and Training provided by a “public further education and training institution” as defined in the Further Education and Training Act 98 of 1998 Unemployed persons –training with purpose of enabling such persons to obtain employment. Training and education of persons with a severe physical or mental disability Provisions of bridging courses to enable educationally disadvantaged person to enter higher education institution. Pre-school children –provision of educare or early childhood development services Capacity building –training of persons employed in national, provincial and local government for purpose of capacity building in the relevant sphere of the government Education facilities –the provisions of buildings or equipment for public benefit activities contemplated in the paragraph above Career guidance and counseling services provided to persons for the purpose of attending any school or higher education institution as referred to: Hostel accommodation –provision of accommodation to students of a public benefit organization Programmes addressing needs in education provision, learning, teaching, training, curriculum support, governance, whole school development and safety and security at institutions as contemplated above Scholarships, bursaries and awards for study, research and teaching (subject to certain prescribed provisions)

Health Care (a) Health care services to poor and needy persons (b) Terminally ill persons or those with a severe mental or physical disability –care and counselling of such person’s families (c) HIV/Aids –care and counselling or treatment of persons afflicted with the disease, as well as care and counselling of their families and dependants (d) Blood transfusion, organ donation and similar services (e) Primary health care services, sex education or family planning


Land and Housing (a) Housing for needy persons –development, construction, upgrading, conversion or procurement of housing units for the benefit of persons whose monthly income falls within the housing subsidy eligibility requirements of the National Housing Code published in terms of Section 4 of the Housing Act No.107 of 1997 (b) Housing of needy persons –development, servicing, upgrading of procurement of stands, or the provision of building materials, for the purpose of providing housing for the needy persons as contemplated above (c) Housing for the needy persons –granting of loans (subject to prescribed conditions) to assist needy persons to purchase or erect housing (d) Residential care for the retired persons, where more than 90% of the recipient are over the age of 60, nursing services are provided, and care for persons who are poor and needy is provided for free or subsidised basis (e) Building and equipping of clinics and crèches for the poor and needy (f) Building and equipping of community centres, clinics, sports facilities or other similar facilities for the poor and needy (g) Land reform programs –promotion, facilitation and support of access to land, housing and infrastructural development for promoting such programmes (h) Tenant and occupancy right –the protection, enforcement or improvement of the rights of poor and needy tenants, labour tenants or occupiers of land or housing Religion, Belief or Philosophy (a) The promotion or practice of religion which encompasses acts of worship, witness, teaching and community service based on a belief in a deity (b) The promotion and practice of a belief (c) The promotion of, or engaging in, philosophical activities Culture (a) The advancement, promotion or preservation of the arts, culture or customs (b) The promotion, establishment, protection, preservation or maintenance of areas, collections or building of historical or cultural interest, national monuments, national heritage sites and museums(including art galleries, archives and libraries) (c) The provision of youth leadership or development programmes Conservation, Environment and Animal Welfare (a) Conservation, rehabilitation of natural environment (including flora, fauna or the biosphere) (b) Animal care, including rehabilitation or prevention of the ill-treatment of animals (c) Promotional of environmental awareness, greening, clean-up or sustainable development projects, and education and training programmes related there to. (d) Establishment and management of trans-frontier conservation areas between two or more countries

Research and Consumer Rights (a) Research, including agricultural, economic, educational, industrial, medical, political, social, scientific and technological research (b) The protection and promotion of consumer rights, and improvement of control and quality with regard to products and services Sports Amateur sport –the administration, development, coordination or promotion of sport or recreation, in which the participants take part on a non-professional basis as pastime Provisions of Funds, Assets or Other Resources Provision of funds and assets or other resources by way of donation; sale of assets or other resources at or below cost; interest-free loans; or leased assets where the lease payments are at or below the cost divided by the expected useful life of the asset to any public benefit organisation approved in terms of section 30 of the Income Tax Act 58 of 1962, institution, board or body contemplated in Section 10 (1)(CA)(i) of the same Act conducting public benefit activities or government department (national, provincial or local) in South Africa as contemplated in Section 10 (1)(a) or (b) of this Act.


Example Documents

We at CORPORATEL have some example documents and booklets that can be used as guidance when writing policies from the above such as: Community
         

Cemeteries Coastal Action Zone Community Grants Community Strategy Council Buildings Crime and Disorder Equality and Diversity Local Strategic Partnership Market Towns Initiative Neighbourhood Management Business

          

Council and Democracy Best Value Committees Comprehensive Performance Assessment Council Documents Council Tax Councilors, Parishes and Wards Data Protection and Freedom of Information Departments Elections and Voting Finances Scrutiny Health

      

Business Advice Business Licensing Business Premises Business Rates Health and Safety Property Services Selling to the Council Environment & Planning

         

Abandoned Vehicles Dogs Energy Efficiency Environmental Protection Food Safety Pest Control Planning Sustainable Development Trees and Environment Waste Collection

          

Health and Safety Inspections/ Complaints/ Requests for advice Dangerous Wild Animal/Animal Welfare Licenses Monitoring of Swimming Pools Radon/Asbestos Advice Noise from neighbours/industry Drainage/Pollution Problems Contaminated Land Food Safety Inspections/Complaints/Requests for advice Monitoring of Foodstuffs Houses in Multiple Occupation Energy Efficiency Housing Housing Advice Housing Strategy and Development Housing Support Preventing Homelessness Private Sector Housing/housing support workers Housing standards Housing research Grant, including the empty property grants Application Forms and Policies

        


Community Leisure Projects
      

Arts Events Libraries Parks & Gardens Sports Development Sports Facilities Tourism Transport and Streets

     

Parking Public Toilets Public Transport Road & Pavement Repairs Street Cleaning Street Lighting Education Development

    

School Search School Information Help and Support Competitions Ceremonies etc


The choice of methods and techniques stems from the evaluation design or mode of enquiry. Methods and techniques are selected if they are appropriate for answering the evaluation questions.And the choice of methods and techniques depends on: 1) The type of the socio-economic intervention; 2) The evaluation purpose - accountability, improving management, explaining what works and so on; 3) The stage in the programme/policy cycle - prospective analysis/retrospective analysis; 4) The stage in the evaluation process - designing/structuring, obtaining data, analysing data, making judgements/conclusions. Additionally, the appropriateness of the methods and techniques depends on the scope of the evaluation - which could range from an overall evaluation of a multi-sectoral programme, to an indepth study of a particular evaluation question. The elaborations of the techniques provide users with some ideas on how they can be applied and the main steps involved. The main purpose of the presentations is to show how the techniques can contribute to the evaluation of socio economic development. The individual methods and techniques are listed according to the stage in the evaluation process that they most frequently inform. The crosses in the table below indicate the circumstances in which the methods and techniques described are used according to: a. the four stages of the evaluation process: planning and structuring; obtaining data; analysing information; evaluative judgement. b. prospective (ex ante) and retrospective analysis (ex post); and, c. overall and in-depth analysis.

Themes a) b) c) d) e) f) Sustainable Development Increasing institutional & administrative capacity Equal opportunities Local and territorial development (urban and rural) Promoting social inclusion The Knowledge-Based Economy and Information Society

Policy areas a) b) c) d) e) f) g) h) i) Agriculture, rural development and fisheries Enterprise policy Transport Employment and human resources I: Initial education and training. Continuing education and training Employment and human resources II - Active labour market policies Security, legality transparency Environment (water, waste, pollution control) Energy Research, technological development and innovation


T h em es
S us t a in a bl e d e v el o pm e n t In c re a s i ng in s ti tu ti o na l & a dm in is tra ti v e c a p ac i ty Eq u a lit y be tw e e n wom en and m en Lo c a l a nd te rri to ria l de v e lo p m e n t P ro m ot in g s o ci a l in c lu s io n K n o w l e d ge - B a s e d E co n o m y a n d In fo rm at io n S o c ie t y

P o licy A reas
A g ric ultu re , r ur a l d e v e l op m e n t & f is h e rie s E nt er p ris e po lic y Tr a n sp o rt In it ia l e du c a tio n , life lo n g le a rn in g A c tiv e la b o ur m a rk e t p o lic ie s F re e d o m , ju s tic e a n d s e c u rit y E n v ir on m e n t En e rg y R e s e a rc h & d e v e lo p m en t

PL A N N IN G A N D S T R U C T U R IN G EV A LU A TI O N C o n ce p t o r i s s ue m a p pi n g St ak e h o ld e r co n s u lt at io n Ev a l ua b il it y a s s e ss m e nt Lo g ic m o de l s Fo rm a t iv e / de v e l op m e n ta l e va l u at io n O B T A IN IN G D A T A So c ia l s u rv e y s B e n e fic i ar y s u rv e y s In di v id u a l (s ta k e h o ld e r) in te rv i ew s Pr io rit y e v a lu a ti on Fo c u s g ro u p s C a s e s tu d ie s Lo c a l e v al u a tio n Pa rt ic ip a to r y a p pr oa c h e s & m e th o ds U s e o f s e c on d a ry s ou rc e da ta U s e o f a d m in is t ra ti v e d a ta O b s er v a tio n a l te c h ni q u es A N A L Y SI N G I N F O R M A T IO N In pu t /o ut p ut a n a l ys i s Ec o n om e tric m o d el s R e g re s si o n a n a ly s is Ex p er im e nt al a nd q u a s iex p e ri m e n ta l a p pro a c h e s D e lp h i s u rv e y SW O T TO O L S T O IN F O R M E V A L U A T IV E J U D G E M E N T S C o s t- be n e fit a n a l ys i s B e n c hm a rk in g C o s t e f fe c ti v en e s s a n a l ys i s Ec o n om i c i m p a c t as s e s s m e n t G e n d er im p ac t a s s e s sm e n t En v ir on m e n ta l i m p a ct as s e s s m e n t St ra te g ic e n v ir o nm e nta l as s e s s m e n t M u lti -c ri te ri a a n a ly s i s Ex p er t p an e l s O th e r us e f ul t ec hn iq u e s a n d to ol s x x x P e er re v ie w Po lic y a na ly s is O u tc o m e a n d im pa c t as s e s s m en t x P ro je c t int e g ra t ed c y c le a pp r o a ch x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x

PL A N N IN G A N D S TR U C TU R IN G E V A L U A TIO N C o n c e p t or is s u e m ap p in g St a k e h old e r c on s u lta tio n Ev a lu a bilit y a s s e s s m e n t Lo g ic m o d e ls Fo rm a tiv e /d e v e lop m e n ta l e va lu a tio n O B T A IN IN G D A T A So c ia l s ur v e y s B e n e fic ia r y s u r ve ys In d iv id ua l ( s ta k e h o ld e r ) in te r vie w s Pr io rity e v alu a tio n Fo c u s gr o up s C a s e s tu d ie s Lo c a l e v a lua tio n Pa r tic ip a to r y a p p ro a c h es & m e th o d s U s e of s e c o n d a ry s o ur c e da t a U s e of a dm in ist ra tiv e da t a O b s e rv a tio n a l te c h n iqu e s A N A L YS IN G IN F O R M A TIO N In p u t/o u t p ut a n a ly sis Ec o n o m e t ric m o d e ls R e g re s s io n a n a lys is Ex p e rim e n ta l a nd q ua si e x pe r im e nt a l a p pr o a c he s D e lp hi s ur ve y SW O T TO O LS TO IN F O R M E V A L U A T IV E J U D G EM E N TS C o s t- b e n e fit a n a ly sis B e n c h m a r kin g C o s t e ff e c tiv e ne s s a na ly s is Ec o n o m ic im p a c t a ss es sm e n t G e n d e r im p a c t a s s e s s m en t En v ir o n m e n ta l im p a c t a ss es sm e n t St ra te g ic e n v iro n m e n ta l a ss es sm e n t M u lt i- c rit e ria a n a lys is Ex p e r t p a n e ls x x x x x x x x x x x x x x x x x x X x x x x x x x x x X X X X x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x



M e th o ds a n d T e ch niqu es (T o ols)
P r o s p e c tiv e (e x a n te ) O v e r a ll D e s ig n P L A N N IN G AN D S T R U C T U R IN G E V A L U A T IO N C o n c e p t o r is s u e m a p p in g S ta k e h o ld e r c o n s u lta t io n E v a lu a b ility a s s e s s m e n t L o g ic m o d e ls F o rm a tiv e /d e v e lo p m e n t a l e v a lu a t io n O B T A IN IN G D A T A S o c ia l s u r v e y s B e n e f ic ia r y s u rv e y s In d ivid u a l ( s ta k e h o ld e r) in t e r v ie w s P r io r it y e v a lu a t io n F o c u s g ro u p s C a s e s tu d ie s L o c a l e v a lu a tio n P a r tic ip a t o r y a p p ro a c h e s & m e t h o d s U s e o f s e c o n d a r y s o u rc e d a t a U s e o f a d m in is t ra tiv e d a t a O b s e r v a t io n a l te c h n iq u e s A N A L Y S IN G IN F O R M A T IO N In p u t/o u t p u t a n a ly s is E c o n o m e tr ic m o d e ls R e g r e s s io n a n a ly s is E x p e r im e n ta l a n d q u a s ie x p e rim e n t a l a p p ro a c h e s D e lp h i s u r ve y SW OT x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x O b ta in in g d a ta In -d e p th A n a ly s in g data Judge m e nts O b ta in in g d a ta A n a ly s in g data Ju dgem ents

Stakeholder consultation Evaluability assessment Logic models Formative/developmental evaluation OBTAINING DATA Social surveys Beneficiary surveys Individual (stakeholder) interviews Priority evaluation Focus groups Case studies Local evaluation Participatory approaches & methods Use of secondary source data Use of administrative data Observational techniques ANALYSING INFORMATION Input/output analysis Econometric models Regression analysis





x x x

x x x

x x x

x x x

x x x

x x x x

x x x x

x x x x x

T O O L S T O IN F O R M E V A L U A T IV E J U D G E M E N T S C o s t -b e n e f it a n a ly s is B e n c h m a rk in g C o s t e ff e c t iv e n e s s a n a ly s is E c o n o m ic im p a c t a s s e s s m e n t G e n d e r im p a c t a s s e s s m e n t E n v ir o n m e n t a l im p a c t a s s e s s m e n t S tr a t e g ic e n v ir o n m e n t a l a s s e s s m e n t M u lt i-c r it e r ia a n a ly s is E x p e r t p a n e ls R e tr o s p e c t iv e ( m id t e r m , e x p o s t ) O v e r a ll O b ta in in g d a ta In - d e p t h A n a ly s in g d a t a J u d g e m e n ts O b t a in in g d a ta A n a ly s in g d a t a Ju dgem ents x x x x x x x x x x x x x x x

Experimental and quasi-experimental approaches Delphi survey SWOT TOOLS TO INFORM EVALUATIVE JUDGEMENTS Cost-benefit analysis Benchmarking Cost effectiveness analysis Economic impact assessment Gender impact assessment Environmental impact assessment Strategic environmental assessment Multi-criteria analysis Expert panels x x x x x x

x x x x x x x







IDA001 IKA001 KEL001 KOP001 MAS001 MAT001 MEL001 MPH001 NIM001 WWS00 1




072 796 2221 072 796 2221 079 505 3142 072 245 2861 072 245 2861 079 505 3142 083 334 3122 072 319 4156 073 131 3199 082 685 7360



Mr GW Kanyika
Dip. Business Studiess/Bcom Acc/ACCA

Mr Thosie Mvula
Dip. Business Studiess/Bcom Admin( Studying toward MBA)

30 September 2008

Management Appointments
To Whom It May Concern: Mr. Godfrey Witson Kanyika has been assigned as the Project Sponsor Manager for all Corporate Legacy Projects. Responsibilities Mr. Witson Kanyika will be responsible for ensuring that all key milestones are met within the time, cost, and performance constraints of his project, while adhering to proper control standards. Furthermore, the project manager must work closely with line managers to ensure that all assigned resources are used effectively and efficiently, and that the project is properly staffed. Additionally, the project manger will be responsible for: 1. All formal communications between the customer and contractor. 2. Preparation of a project plan that is realistic, and acceptable by both the customer and contractor. 3. Preparation of all data items. 4. Keeping executive management informed as to project status through weekly (detailed) and monthly (summary) status reporting. 5. Ensuring that all functional employees and managers are kept informed as to their responsibilities on the project and all revisions imposed by the customer or parent organisation 6. Compiling actual predicted cost and performance, and taking corrective action when necessary. 7. Maintaining a plan that continuously displays the project's time, cost, and performance as well as resource commitments made by the functional manager. Any questions regarding the above responsibilities should be directed to the undersigned.

THOSIE MVULA- DIRECTOR Objectives I am willing to give total support to the organisation that I am in, with my experience and capability that I have, in order to achieve organisation's goals and mutual benefits. Authority To ensure that the project meets its objectives, I am authorised to manage the project and issue directives in accordance to the policies and procedures section of the company's Project Management Manual. Additional directives may be issued through the office of the Chief Executive Officer. Duties includes: 1. Direct access to the customer on all matters pertaining to AusAID Project 2. Direct access to the Executive Officer (CEO) management on all matters pertaining to the Project. 3. Control and distribution of all project dollars, including procurement, such that company and project cash flow limitations are adhered to. 4. To revise the project plan as needed, and with customer approval. 5. To require periodical functional status reporting. 6. To monitor the time, cost, and performance activities in the functional departments and ensure that all problems are promptly identified, reported and solved. 7. To cut across all functional lines and to interface with all levels of management as necessary to meet project requirements. 8. To negotiate with with functional managers for changes in personnel assignments 9. Delegating responsibilities and authority to functional personnel, provided that the line managers is in approval can handle this authority/responsibility level.


PERSONAL DETAILS(1) FOR GODFREY WITSON KANYIKA-PM Advisor/Director Surname: First name: Born: Permit Number: Date Of Acquisition: Sex: Marital Status: Religion: Contact Address: Contact Numbers: Emails: KEY QUALIFICATIONS 1992-1996: Academic Qualification: Subjects Studied: Kanyika Godfrey Witson 17th November 1972 MR/9604/05 03/04/2001 Male Married with 2 Children Christianity No. 8 Plantasie Road Kempton Park West 1619 CELL: 0736745244 University of Malawi – The Polytechnic Bachelor of Accountancy Degree Auditing, Financial accounting, Cost & Management accounting, Taxation, Company Law, Marketing, Economics (micro-economics and pubic finance), Quantitative analysis, Management Principles & Practice, Information Systems Management and Business Communication Attempted ACCA Malawi College Of Accountancy-Blantyre ACCA Module E Taxation, Auditing, Financial Accounting & Economics (MacroEconomics & Public Finance) FRENCH LANGUAGE French Cultural Centre-Blantyre (i) 1992/94: Intermediate 1- 4 1994/95: Advanced French 1995/96: Francophone
REFERENCES Mr Keith Lamprecht General Manager Cynton Wire Products (Pty) Ltd P O Box 10403 Aston Manor, RSA 1630 Tel (011) 392-7344/ Email: DR Kennedy B. Lweya Managing Director Mathomo Education Programme PO Box 95027 Waterkloof , Pretoria, 0145 Cell: 0795053142 EMPLOYMENT RECORDS & POSITIONS 2008-Current Financial Management Trainer & Consultant (Mathomo Education Development & Training in Delmas Mpumalanga)Subjects: Financial Management (Financial Accounting, Budgeting & Cashflow forecasting) Project Management(Planning, WBS, Network Scheduling techniques, pricing, Critical Chain Project Management and Business Knowledge & Management) and New Thinking Process in the 21st Century(Personal analysis, value design and creation) 2001-2007 Cynton Wire Products (Pty) Ltd as Finance & Administration Officer (Preparation of Management salaries and weekly factory wages; Completing and issuing of income tax certificates and submission of tax returns to Receiver of Revenue Department; Processing of debtors invoices; Posting of receipt/payment cash book; Posting of subsidiary books i.e. petty cash, debtors sales, creditors purchases, stock journals & general journal entries; Bank, customers, suppliers, stock controls & general ledger reconciliation; Certification of creditors purchases & issuing of cheques; Production of monthly management accounts; Performing all audit schedules and helping with year-end audits. 1998-2000 Habitat for Humanity as National Office Accountant (Preparation of management salaries for operation/administration affiliate staff and all the national office staff;Implementing and review of effectiveness of the credit controls; Project costing and budgeting for the 12 affiliates; Preparation of monthly, quarterly and annual financial reports and co-ordination of annual audits for both affiliates offices and the head office; Affiliate accounts consolidation; Production and e-mailing to head office of both management and annual audited accounts; Petrol control accounts maintenances & travel allowances disbursements & management; Stock and asset maintenance and valuation; Daily fund transfers & treasury fund management; Monthly internal auditing of affiliates accounts) 1996-1998 Coopers & Lybrand as an Auditor Examination, assessment and test checking of internal controls and accounting systems; Verification of figures in the financial statement taking into consideration the accounting policies used, to the compliance with the requirements of the law, and to taxation effects and implications. KNOWLEDGE GAINED FROM AUDITING (Encountered and got to know a wide variety of controls and systems in operations; Had to meet and communicate with all levels of staff ranging from the factory floor to top executive; Learned to prepare and interpret a variety of accounts; Developed a sound judgement and broad understanding of business through exposure to a broad spectrum of businesses and their problems.

OTHER COURSES STUDIED 1997/1998: Institution: Courses studied: Subjects: OTHER LANGUAGES STUDIED 1992-1996: Institution: Courses studied: (ii) (iii)


PERSONAL DETAILS(1) FOR THOSIE MVULA Name (in full) (Surname in Capitals) Date of Birth Nationality Gender Email address Telephone Number Fax Number Cellphone Number Address : : : : : : : : : : THOSIE MVULA

Experience Current (Country/Company/Years) Title Present Managing Director Corporate Legacy South Africa (Pty) Ltd South Africa. Duties (a) Assist in maintaining relations and communications with stakeholders (internal departments, corporate clients, owning company, managing company, government institutions, media, advertisement agency, associations etc) (b) Handle executive office daily operation which includes all secreatarial duties (arrange meetings, travel itinerary, accommodation, appointments, calls, transactions, memos, meeting minutes, filing, work schedule, email, fax, compiling monthly report from all departments.

14 DECEMBER 1974 SOUTH AFRICAN MALE +27119760259 +27119760259 +27734268019 No. 8 Plantasie Road, Kempton Park West, 1619. RSA

Key Qualifications 1992-1996 University of Malawi Majoring in Business administration -Obtained a Bachelor's Degree in Business Administration Education and Professional Qualifications: 1988-1992 Livingstonia Secondary School Attained High School Certificate 1980-1988 Kawale Primary School Entry level to high school certificate Other courses and Awards: 1992-1996 1996-1998 Chairman of the UMSU- University of Malawi Union Computer courses(Parttime) Certificate in Microsoft system, VIP Payroll and Pastel

(Country/Company/Years) Title 2001-2008 Kelali and Associates South Africa Position Marketing Executive (a) Involved in the process of planning the company marketing directions, organising, actuating and controlling of the public relations budget. (b) Involved in the advertisement matters -placement in magazines, newspapers (meet deadlines) © Involved in giving ideas, layout, designs, working material for advertisement, logos, signages, membership card holder, and insertion, collateral, etc (proof reading, and quality control until finish printout/product. (d)Involved in proofreading of promotional material/press release/editorial/for magazines. (e) Involved with joint promotions with magazines, media relations, sponsorship allocation. (f) Arrange and update the company website. Language Capability English Zulu References Mr Charles Chagunda Kelali & Associates General Manager No. 16 Skoelrote Street Kempton Park 1619 Cell: 0731317199 Mr Wisdom Jonathan Chirwa Blantyre Prints & Publications Private Bag 30624 Blatyre, Malawi Cell:002658329740 Speaking Speaking Speaking Reading Reading Reading Writing Writing Writing




Shared By:
Tags: Corporatel
Description: Socio-Economic Development