In addition to direct involvement, FTC also gets involved by providing pro-bono consulting services to a number of non-profit organisations.

Non-Profit Community Entity

FeverTreeConsulting was tasked with the analysis and organisational re-design of a non-profit community entity:

Background

  • The client was an umbrella structure for all related community organisations across South Africa.
  • Whilst the organisation had been serving the local community well over the years, it was facing various challenges that were impacting its efficiency and service delivery.
  • As such, the key question arose as to whether or not the client was able to deliver on its vision and mandate in its current form.
  • In order to answer this key question, it was crucial to take into account the following considerations:
    • Structure Efficiency: What is the current organisational structure and is it in line with the vision and mission of the organisation? What are the lines of reporting and responsibility? What governance structures are in place?
    • Department Processes / Function: What do the current processes look like? Where do any inefficiencies lie, if any? How is performance managed? What is best practice amongst global peers?
    • Income Generation / Cost Optimisation: How can the client generate additional income? What costs can be optimised?
    • Branding: Does the client organisation serve as the “umbrella” brand, with a multitude of sub-brands beneath it? Should the client brand serve more of a background purpose, letting its constituent brands stand independently?

Our Approach

  • In order to answer these questions, and arrive at recommendations aimed at addressing these challenges, FTC conducted both primary and secondary research and analysis.
  • Primary data analysis was carried out, in the form of interviews with internal stakeholders and external key market players, with a total of 45 interviews conducted.
  • Secondary data analysis was undertaken through thorough and extensive evaluation of client documentation and material.
  • A comprehensive review of the organisation’s historical financial performance was conducted, alongside an evaluation of the current organisational structure.
  • “As-is” processes and procedures were mapped and as a result, various structural and process inefficiencies were uncovered, on both a departmental and organisational level.
  • A comparison of peers, on a global scale, was carried out – so as to identify prevailing best practice and identify further opportunities for improvement.

Outcomes

  • A multitude of recommendations were developed and pertained to, for example:
    • Optimisation of organisational structure.
    • Formalisation of job roles and descriptions.
    • Implementation of a performance management system, through key performance indicators and frequent reporting.
    • Institution of revised budgeting and forecasting process.
    • Revised organisational branding structure
  • In addition, processes and procedures were re-engineered and implemented, thus streamlining the organisation and enhancing efficiencies and effectiveness.
  • An organisation-wide meeting schedule was devised and implemented, so as to enhance governance and accountability.
  • The proposed “To-Be” organisational structure was implemented, alongside various recommended initiatives aimed at revenue enhancement and cost optimisation.