DONOR EXITING PRACTICES: LIFELINE EXPERIENCES NAME OF ORGANIZATION: LIFELINE PMB BY: SINIKIWE BIYELA DATE: 05 MAY 2016

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2 DONOR EXITING PRACTICES: LIFELINE EXPERIENCES NAME OF ORGANIZATION: LIFELINE PMB BY: SINIKIWE BIYELA DATE: 05 MAY 2016

3 AREAS WE SERVICE

4 Overview of LifeLine Programmes Gender-Based Violence Services Proactive services through community dialogues Reactive services -counselling and Support counselling Face to Face counselling HIV and AIDS prevention and support services OVC services (support group for HIV+ learners) DREAMS Families Matter project (for parents of children between the ages of 9-12yrs) Training and Workshops

5 LifeLine experiences of donor exiting programmes Most donors give 1-3 months notice Their main focus is on targets and financial reports They provide training on their exit requirements No clear reasons/ motives for exiting They don t seem to be concerned about the future of the programme funded.

6 Lessons learnt Sustainability is not only about money. The following should be taken into consideration: Programmes Finance People Admin

7 1. Strategic programming The type of funding you need comes down to what you do! Provide strategic direction Board buy-in

8 Programmes are vital Programmes that associate with LifeLine s vision/ mission and goal (values) Programmes that are relevant to communities and beneficiaries Programmes that are unique and innovative Strengthening our partnership with government, in order to have buy-in for projects Aligning with government sectors and provide training to them, in order to increase sustainability and transitioning.

9 Hard decisions were made Programmes that had no impact Programmes that were not relevant Aligning with donors that do not align with LifeLine vision/ mission and goals

10 Invest more on Being proactive in developing programmes that are unique and help LifeLine keep its unique identity Excellent monitoring and evaluation Approaching businesses and sell our product instead of waiting for CSI. Adapt to change- but don t loose focus Implement economic strengthening across all projects of LifeLine SETA accreditation

11 2. FINANCE Strengthening relationships with local businesses (EAP) Large fundraising / marketing events every quarter Strengthening government partnerships Financial compliance. Increasing sustainability income Diversify our training package Relationship with donors is maintained Research potential donors constantly.

12 Diversification of income Don t put all your eggs in one basket!

13 3. PEOPLE Succession planning Grooming and mentoring of staff Employing auxiliary social workers Proposals writing team was formed Target individuals to donate a balance of their bank account at the month end.

14 Build the brand, build donor loyalty

15 Suggestions for good /best practice Long term donor funding increases sustainability It affords organisations an opportunity to develop their own evidence based programmes Donors should also assist organisations develop a proper exit plan that is fully funded. The plan should have a long term impact/ results Two to three years exist grant is recommended Funds should be invested in grade A banks to minimise risks.

16 Thank you!!!

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18 CSI THAT WORKS EXIT STRATEGIES 5 MAY 2016 FNB LEARNING CENTRE

19 Introduction About Zenex Foundation How we engage with NGO partners on programmes and projects Our experiences exiting partnerships Challenges and Lessons

20 It all adds up Partnership approach Dual focus on system wide and innovation 20 years of evidencebased grant making Work across the schooling system Specialised focus on maths, science and language education

21 Our approach: Programmes and Projects with NGO Partners We largely do Pro active Grant making Design projects using evidence from research and evaluations Embark on a process of developing explicit theory of change and logic models Work with external experts to establish whether this is feasible Joint planning Ensure that monitoring and evaluation are integrated: agree upfront on monitoring and evaluation framework and plan Deliberate about capacity building and sustainability issues upfront Work in three to five year funding cycles FEWER but large grants

22 Why Exit Strategies Education is complex No answers or magic bullets Constantly need to test and implement new ideas Strategic shifts in context sometimes require shifts in funding Lack of evidence of success or impact Lack of capacity in NGOs to be responsive to contextual shifts and to innovate

23 How do we exit Upfront, Open, Transparent Provide clear motivation and explain using evidence base Communication is key in exiting a project A clear exit framework with intentions, expectations to show commitment and help manage the process Provide exit grants Support capacity building in areas of leadership, governance, programme management and resource mobilisation to assist with project sustainability Facilitate learning opportunities through exit reporting or feedback processes

24 Lessons and Challenges NGO dependency and risk Lack of broad funding base An exit plan should be in place with explicit timeframes, roles and responsibilities Even when timeframes are clearly communicated, sometimes NGOs still have expectations of a window to continue and do not plan adequately Project sustainability o not always clearly embedded in projects Uptake by government Schools need more time to change

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