South Africa - Nyara Youth Development: Organisational Development and Growth to sustain our LeapLadder Flagship

Nyara Youth Development (NYD) operates the LEAP Ladder Aftercare Programme, a structured intervention designed to support rural children from Nyara Village and surrounding Mooiplaas areas. Before partnering with Gender Links, the organisation worked without formal systems, dedicated infrastructure, or stable funding. Children lacked a safe space for academic support, psycho-social care, or nutritious meals.

Through Gender Links’ due diligence process and training support, NYD undertook a comprehensive organisational transformation. A Governance Audit revealed gaps in financial systems, procurement procedures, HR structures, and safeguarding mechanisms. These findings guided the organisation’s improvement roadmap.

A central aspect of the transformation was professionalising routine operations. The organisation established a second bank account specifically for donor funds, implemented dual signatories, developed a formal Finance Policy, and adopted monthly internal reconciliation processes. Financial documentation was digitised through SharePoint, improving accuracy and audit readiness.

Digital capacity also expanded through investment in Wi-Fi infrastructure and the Wellbi monitoring system. This shift from manual to digital tracking strengthened accountability and enabled data-driven decision-making. Tutors now use digital tools to track learner progress, design targeted interventions, and record safeguarding concerns.

NYD also formalised its HR Policy Manual, Sexual Harassment Policy, Anti-Fraud Policy, and Procurement Policy. Staff underwent mandatory safeguarding and gender-transformative training, enabling them to deliver programmes that are safe, inclusive, and aligned with social justice principles.

Leadership from the Founder, Robyn Mafanya, and Operations Manager, Verdra Brown, ensured that every staff member participated in the organisational shift. Tutors transitioned from volunteer roles to professional practitioners who understand compliance, documentation, and ethical conduct.

The change has strengthened community trust and increased visibility through improved communication and participation in networks such as the Border-Kei Chamber of Business. This engagement creates opportunities for youth and positions NYD as a credible partner in local development.

Looking ahead, NYD plans to sustain these gains through consistent governance practices, strategic leadership, and continued use of digital systems. The organisation’s model offers a replicable blueprint for other rural NGOs seeking to professionalise their operations and create lasting impact.