NDA CHARTS NEW PATH TO TACKLE POVERTY AND REBUILD COMMUNITIES

By Precious Mupenzi.

• ⁠The NDA has adopted a comprehensive, community-driven strategy aligned with the 7th Administration and NDP Vision 2030 to reduce poverty and build sustainable local enterprises.
• ⁠Measurable Impact Goals: The agency targets a 15-fold increase in development funding, 5,000 job opportunities, and a 30% boost in brand visibility by 2030.
• Collaborative and Risk-Responsive Approach: Despite budget limitations, the NDA is strengthening partnerships and using data-driven methods to address key national challenges, including unemployment, inequality, and climate risk.

The National Development Agency (NDA) today presented its Strategic Plan (2025–2030) and Annual Performance Plan (2025/26) to the Portfolio Committee on Social Development in Parliament. The presentation marked a firm step toward a community-driven turnaround strategy focused on reducing poverty, supporting local enterprises, and enhancing intergovernmental coordination.
The NDA forms part of the Department of Social Development (DSD) portfolio, led by Minister Nokuzola Sisisi Tolashe. She was accompanied by her executive team, including DSD Director-General Mr Peter Netshipale and SASSA CEO Mr Themba Matlou.
The Chairperson of the NDA Board, Ms Nozabelo Ruth Bhengu, and Acting CEO, Mr Thabani Buthelezi, delivered the briefing. They outlined how the agency is realigning its mandate to meet the priorities of the 7th Administration under the Government of National Unity, in line with the broader objectives of the National Development Plan (NDP) Vision 2030.

A Shift Towards Integrated, Sustainable Development

Board Chairperson Ms Bhengu underscored a shift towards a more integrated and responsive development approach. “The policies of government, including the Disparity Relief Fund, compel us to rethink how we operate as an agency focused on the NGO sector. We must reduce community over-dependence on social grants by building and supporting sustainable, community-owned enterprises,” she said.

She further highlighted the agency’s efforts to align with key departments—especially the Department of Small Business Development—to expand enterprise support and capacity-building initiatives. “Our goal is to equip communities to participate in and drive their own development,” she added.
“This strategy reflects the priorities of the Government of National Unity and draws direction from key national frameworks such as the State of the Nation Address and the Budget Speech,” said Bhengu, noting that the current plans represent the first implementation phase of the 7th Administration and will guide the NDA until 2028.

Strategic Outcomes and a Community-Centered Vision

Acting CEO Mr Thabani Buthelezi detailed the NDA’s core focus areas and strategic reforms for the next five years, characterising the new plans as foundational to the three main priorities of the 7th Administration—most notably the fight against poverty and the rising cost of living.
“These plans are not mere administrative exercises—they are a social contract with our communities,” said Buthelezi.
The NDA’s five key strategic outcomes include:
•⁠ ⁠Achieving a clean audit by 2030
•⁠ ⁠Improving brand visibility by 30%
•⁠ ⁠Increasing community development funding from R57 million to R900 million
•⁠ ⁠Creating 5,000 work opportunities (from a baseline of 1,911)
•⁠ ⁠Ensuring 50% uptake of NDA research recommendations in government policy and programming
The NDA is repositioning itself to become more visible and impactful. “We want South Africans to recognise our presence in their communities, understand our role, and feel the tangible benefits of our support,” said Buthelezi.

Evidence-Based Delivery and Risk-Responsive Planning

To achieve this, the NDA plans to implement a pipeline of projects anchored in local communities and executed by small enterprises supported by competent service providers. The agency also intends to intensify its monitoring, evaluation, and research efforts to influence policy and demonstrate impact.
Buthelezi outlined several contextual risks that shaped the agency’s planning, including low GDP growth (under 3%), high unemployment (34%), persistent inequality (Gini coefficient of 0.63), extreme poverty (affecting 25% of the population), the digital divide, and the growing threat of climate change.

Funding Constraints and Strategic Partnerships

Despite ongoing fiscal constraints, Buthelezi reaffirmed the agency’s commitment to its mandate through strengthened partnerships and innovative resource mobilisation. “We are determined to work within our current budget framework while aggressively pursuing collaborations with other government departments and civil society to maximise our reach and impact.”
He concluded by noting that the Strategic Plan and APP had undergone extensive stakeholder consultations since September 2024 and had been formally submitted to oversight bodies, including the Department of Social Development, National Treasury, and the Department of Planning, Monitoring and Evaluation.
“These plans serve as a roadmap—an opportunity to reflect on our progress and recommit to the vision that has guided this agency for more than a decade,” Buthelezi said.