STRATEGIC PLAN 2019-2024

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The following graphic illustrates the different stages of the strategic planning process: Peparatory session with ECNGOC Secretariat on Strategic Planning Consultation of partners and donors per questionnaire 2 Day Strategic Planning Workshop with PEC and DCOs Consultations of Member Organisations on Draft Strategic Plan in 7 Districts and 2 Metros Consultation of Governance Stakeholders on Draft Strategic Plan Prepartory Session of ECNGOC Secretariat on Operational Planning 2 Day Operational Planning and Resource Mobilization Strategy Workshop with PEC and DCOs Finalisation of Strategic Plan and Operational Plan by ECNGOC Secretariat 3.2 Feedback collected from partners and stakeholders An integral part of the strategic planning exercise was the collection of feedback from partners and stakeholders of the ECNGOC through a questionnaire. The external service provider, Mbumba Development Services designed the questionnaire in collaboration with the ECNGOC and implemented the collection of feedback as a neutral party. On the basis of a list submitted by the ECNGOC the service provider contacted a sample of highly relevant partners and stakeholders. Due to the short timeframe, not all contacted organisations were able to complete the questionnaire, but the feedback received from the participating organisations was immensely valuable. The recommendations confirmed the self-assessment by the ECNGOC that the organization should further enhance its undoubtedly strong relevance by introducing results-based planning and monitoring and developing a clear Theory of Change as a basis for its strategic planning. As illustrated in the following, these aspects and other recommendations were fully embraced as guidance for the strategic planning review process. 3.3 Review of existing strategic documents and resolutions The strategic plan 2014-2017 was used as a starting point for the planning process since its main framework is still relevant and some sections only needed to be refined. Further documents and resolutions that were used as basis for the planning process are the following: Provincial Council Meeting Held in 2016, BGM held in November 2017 and the issues raised by the member organisations during the district dialogues conducted in 2017-2018. 3.4 Application of the Theory of Change Methodology The Theory of Change Methodology was applied to trigger fresh thinking, concentrate on desired results and strategize how different interventions could supplement each other in contributing to specific outcomes. The following text box presents the essence of the Theory of Change Methodology: The Theory of Change is a specific type of methodology for planning, participation, and evaluation that is used in the development sector to promote social change. The methodology was developed with the aim to create a critical theory that ensures a transparent distribution of power dynamics and aims for a process that is necessarily inclusive of many perspectives and participants in achieving solutions 2 . The most distinctive aspect of the methodology is that the planning process starts with defining the long-term goals of the interventions and then mapping backward to identify necessary preconditions and lastly plan relevant activities. Eastern Cape NGO Coalition – STRATEGIC PLAN 2019 - 2024 8
The theory of change was used in the strategic planning process to identify the current situation (in terms of needs and opportunities), the intended situation and what needs to be done to move from one to the other. This helps to concentrate on impact, design more realistic goals, clarify accountabilities and establish a common understanding of the strategies to be used to achieve the goals 3 . 4 ANALYSIS OF THE SOCIO- ECONOMIC CONTEXT THAT INFORMS THE PLANNING As it has proved challenging to unlock the development potential of the Eastern Cape the province remains strongly affected by unemployment and poverty. While the historical backdrop for development and underdevelopment in the Eastern Cape remain the main cause of continued low rankings in terms of social and economic development, it is necessary to recognize that institutions of the state, private sector and civil society work in a dynamic, interconnected and fast changing environment 4 . As the international and national economic trends and policy decisions have a high impact on the Eastern Cape it is important to consider the broader international and national picture. 4.1 International Situation 4.1.1 VUCA Phenomenon Globally, the current period is characterised by growing divides, increasing disruptions, higher levels of distrust, deepening divisions and greater diversity. Technology development is creating major opportunities for innovation and efficiency, as well as new challenges for governance, and the labour market 5 . The challenges that the international community faces highlight a need for structural changes and a global shift towards more sustainable and equal economies and societies. Among the main challenges are climate change, an overexploitation of resources, as well as continuing poverty and inequality. The causes and effects of these global challenges are heavily intertwined, and no single actor has sufficient knowledge to solve the problems unilaterally 6 . In such a complex, fast changing system it becomes more challenging to predict socio-economic developments and plan accordingly. The following graphic 7 illustrates the VUCA phenomenon: Eastern Cape NGO Coalition – STRATEGIC PLAN 2019 - 2024 9
Page 1 and 2: EASTERN CAPE NGO COALITION STRATEGI
Page 4 and 5: CONTENTS 1. Introduction to the Eas
Page 6 and 7: 1.1.1 Promoting Active Citizenship
Page 8 and 9: 1.3 Theory of Change and main servi
Page 10 and 11: 1.5 Organisational Structure ECNGOC
Page 14 and 15: PLANNING IN VUCA ENVIRONMENT COMPLE
Page 16 and 17: a comparatively large public sector
Page 18 and 19: Staff members of the Secretariat of
Page 20 and 21: Eastern Cape NGO Coalition - STRATE
Page 22 and 23: Identified result areas and interve
Page 24 and 25: structures and capacity constraints
Page 26 and 27: 6.4 Education SDG Goal 4: Ensure in
Page 28 and 29: 6.5 Health SDG Goal 3: Ensure healt
Page 30 and 31: 7 ORGANISATIONAL DEVELOPMENT PRIORI
Page 32 and 33: This abridged version of the strate
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STRATEGIC PLAN 2019-2024

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