Case study 11 · Enterprise development · South Africa
Design and execution of a national financial literacy and microenterprise programme
Programme design and implementation support for a national initiative combining financial literacy, enterprise skills and access-to-market support.
More than 1,500 participants reached · 24-month programme modelThe business need
A leading South African financial-sector institution needed an integrated consumer-education and socio-economic development programme for individuals and SMMEs.
How Athari helped
Athari helped design the theory of change, programme methodology, participant journey, delivery framework, learning content and independent monitoring approach.
More than 1,500 participants reached · 24-month programme model
The multi-year national programme reached more than 1,500 participants and demonstrated strong practical understanding of financial concepts through independent evaluation.
A leading South African financial-sector institution representing asset managers, multi-managers and insurers sought support to design and implement an integrated financial literacy and microenterprise programme.
The hybrid national initiative targeted both individuals and SMMEs. Its purpose was to strengthen financial literacy, business capability and participation in income-generating activity through a combination of consumer education and socio-economic development support.
Athari, working through a second-party implementation partner, supported the facilitation and consolidation of the programme design and its execution model.
The challenge: balancing participant needs and funder objectives
The programme needed to respond to urgent participant needs while satisfying the institution's mandate, governance requirements and demographic funding targets. It also needed a credible participant-selection process, an evidence-led curriculum, a practical delivery model and independent monitoring.
A theory-of-change-led design
The programme architecture was designed from the intended outcomes backwards, connecting participant selection, learning, business support and evaluation.
- Participant scoping and identificationTarget groups, needs and geographic priorities were defined to guide advocacy, recruitment and applications.
- Selection and due diligenceParticipant-selection criteria and due-diligence processes were developed to support fair, transparent and mandate-aligned enrolment.
- Execution frameworkThe delivery model set out programme phases, roles, support mechanisms, performance indicators and governance requirements.
- Independent monitoring and evaluationAn external evaluation process was built into the design to assess learning, practical application and programme effectiveness.
Athari's services
Organisational design
Programme architecture, roles, governance and the participant-support operating model.
Project management
Coordination of the design process, delivery framework, milestones and implementation interfaces.
Enterprise development
Integration of financial literacy, business skills, market access and growth support for participating SMMEs.
A four-phase, 24-month methodology
- Phase 0: advocacy, awareness and applicationsNational outreach, participant mobilisation and the application process.
- Phase 1: induction and introductory trainingProgramme orientation and foundational financial and business-learning modules.
- Phase 2: intensive training and business developmentDeeper capability-building combined with practical enterprise-development support.
- Phase 3: market access and growth supportSupport focused on income generation, commercial participation and sustainable enterprise growth.
Financial-literacy content was based on the OECD/INFE competency framework. The microenterprise curriculum incorporated SETA-accredited New Venture Creation modules, enabling participants to earn SAQA credits that could support further educational progression.
The impact: a scalable national development platform
The multi-year, multi-million-rand programme was designed to remain adaptable while meeting the institution's transformation and inclusion mandate. Funding targets included 85% black beneficiaries across LSM 1 to 8, 40% black women and a 25% rural allocation.
The programme continued expanding annually. Independent monitoring and evaluation found that participants demonstrated a strong understanding of financial concepts and could apply them in practical business operations.
Why the model worked
The design treated financial literacy and microenterprise development as connected capabilities. Participants progressed from awareness and foundational learning to intensive business support and market access, while the funder retained a clear line of sight from programme inputs to measurable outcomes.
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