WESSA Phase 1 report to HHCT_28.10.2021

• Challenges in finalizing AFS’s due to complications at branch and regional level • Fixed assets and properties are not optimally used and are draining financial reserves and staff’s focus, energies and time o Four Education Centres and the 2 WESSA owned properties carry a monthly fixed asset cost of R101 500 per month o Overheads e.g. running a vehicle fleet of 16 vehicles, auditors, software licenses and lease agreements are a relic of a much larger historical organization and appear to be high for an organization this size • Liquid financial assets have dwindled and finances are currently in a precarious condition • The organization appears to still be somewhat top-heavy, with too many management roles and a large finance team for an organization this size • Staff agreed to a temporary salary cut between August and November 2020 but are now back on full salaries at an additional cost of R130 K per month • Forecasted to finish on an R8.6 million loss at 31 March 2021 against a R1.5 million loss budget 1 .

6.7 Monitoring and adaptive management

6.7.1 Strengths

• Databases and digital organizational infrastructure exist and could be the foundation for an M&E system • WESSA members are willing to contribute to data collection on impacts.

6.7.2 Weaknesses

• While inputs (finances and number of beneficiaries) are being monitored, there is little evidence of outcome and impact monitoring • Monitoring impacts of WESSA’s work is difficult and requires longitudinal data collection and careful design, with results linked to decision making • Adaptive management is therefore not being informed by measurable evidence.

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