Partnerships

How we Add Hope with NPOs

Add Hope’s impact multiplies through strategic partnerships with more than 120 organisations operating across more than 3,300 feeding centres in South Africa. Add Hope empowers NPOs and grassroots organisations to identify and reach the most vulnerable children. The model combines 16 national partners with 112 franchisee-selected local community-based organisations. Through rigorous standards, training and oversight, Add Hope ensures every partnership delivers nutritious meals safely, sustainably and accountably.

How do partners fit into the Add Hope model?

Add Hope focuses on providing nutritious meals to children and youth who are at risk of food insecurity. These individuals often come from low-income families and may lack access to regular, nutritious meals due to financial constraints. At times, Add Hope extends its support to families facing economic challenges by providing food packages.
Community-Driven Approach

Rather than implementing a top-down, one-size-fits-all solution, Add Hope relies on forging partnerships with local NPOs and grassroots organisations embedded in the communities they serve to design bespoke approaches that meet the communities’ needs. End beneficiaries are then reached through early childhood development centres, public schools, outreach programmes and child and youth care centres.

These partnerships are instrumental in identifying and reaching children who are most at risk of hunger and malnutrition, ensuring that resources are allocated effectively and equitably.

Where are your partners?

A map on the Add Hope website shows the location of every feeding centre nationwide. If people are concerned by the absence of partners in their area, they can alert Add Hope by emailing za-addhope@yum.com.

Who are your non-profit organisation partners?

Partners are a mix of non-profit organisations with a national footprint and a much larger group of local beneficiaries selected and managed by franchisees keen to have an impact in the communities where they trade. 

The organisations we partner with must be registered NPOs that have operated for at least two years and offer a sustainable feeding programme for children. In allocating funding to partners, the social impact team ensures that donated funds from the trust are exclusively utilised for feeding purposes.

In 2024, Add Hope allocated funding to 16 non-profit organisation partners.

They have a multiprovince reach through the national programme. These organisations have a large footprint and are managed by the KFC Social Responsibility Trust. The local community programme, supported by franchisees, funded 112 community-based organisations chosen and managed by franchisees. Together, these organisations operated 3,323 feeding centres and fed 41,040,286 meals to 154,770 children. Some 77.4% of meals served went to beneficiaries of national organisations, 8.7% went to beneficiaries of local store programmes and the rest were part of relief efforts.

3,323

feeding
centres

41,040,286

meals SERVED 
in 2024

154,770

children fed
in 2024

How does an NPO apply to become an Add Hope partner?

To apply for funding, nonprofit organisations (NPOs) are invited to send a motivational letter and relevant documents to za-addhope@yum.com. They can also apply on the Add Hope Online Management System.
To be eligible for consideration, these NPOs must:
  • Show that they are registered and have been in legitimate operation for more than two years.
  • Have a bank account, a management board, a financial adviser or bookkeeper, and a beneficiary attendance register.
  • Prove that the beneficiaries of their programme are 18 or younger.
  • Employ staff that execute and manage the programme, and have suitable facilities for meal preparation and delivery.
  • Be able to submit reports online on activities and use of funds.
  • Demonstrate ethical practices.
  • Have a system to track their impact.​

How are applications assessed?

A pre-screening process determines whether an organisation meets the basic requirements for partnership. It begins with an eligibility check to confirm that the organisation meets Add Hope’s funding criteria. The applicant is either auto-rejected or proceeds to the next step, the due diligence submission.
The organisation must upload statutory compliance documents such as:
  • NPO/NPC/PBO/Trust registration certificate.
  • Tax exemption letter (if applicable).
  • Constitution and governing documents.
  • Audited financial statements (past two years).
  • Health department certification.
It must also provide core organisational and programme details, including:

  • Type of programme(s) delivered.

  • Facilities available for programme implementation.

  • Geographic area(s) served.

The subsequent verification process to confirm the organisation’s operational capacity and validate information provided includes a physical inspection of the organisation’s facilities and operations by the Add Hope team. Verification covers infrastructure, programme delivery, beneficiary reach, and alignment with the details stated in the application.

The social impact team then evaluates the application and the verification results, and matches the organisation’s eligibility with community needs, available funding, and areas Add Hope has prioritised for expansion.

If the application is approved, a contract is prepared and signed. 

If it is rejected, the organisation is informed in writing and may be advised on areas for improvement before future applications.

How are funding amounts determined?

Amounts are determined based on the NPO’s size and ability to implement the feeding programme, while also being checked against Add Hope’s governance standards. The trust takes a considered and conservative approach to scaling programmes so they are grown sustainably and designed for the long term while also being operationally executable by the beneficiary organisation.

How long does Add Hope funding last?

Funding agreements last for 12 months and organisations can reapply annually. All beneficiaries must report on their impact and finances up to twice a year to be considered for renewal funding, and they are audited annually. There are no automatic renewals of funding, helping to keep beneficiary organisations accountable and compliant.
Long-term partnerships are integral to the success and sustainability of Add Hope, fostering collaboration and continuity in addressing food insecurity and poverty.

These partnerships extend beyond financial support to encompass shared values, mutual respect and active engagement in programme implementation and will be reviewed annually against the Add Hope governance framework.

By nurturing enduring alliances, Add Hope maximises its impact and effectiveness in creating lasting change for vulnerable communities.

How does the trust support its partners?

Add Hope’s partner onboarding checklist covers:

  • Online system setup: Create a partner profile and complete training on using the system for reporting and communication.
  • Understanding reporting periods: Learn reporting timelines and understand what data is required.
  • Agreement review and signing: Read through roles, responsibilities and compliance requirements. Sign and return the agreement.
  • Using funds correctly: Understand eligible costs and learn financial record-keeping requirements.
  • Programme orientation: Introduction to Add Hope’s mission and values. Overview of programme goals and impact.
  • Meet key contacts: Programme support, finance queries, and media and communications contact.
  • Capacity-building resources: Access toolkits, guides or training sessions.
  • Governance and compliance walkthrough: Review reporting, audit and monitoring processes.
  • Setting performance goals: Agree on measurable outcomes for the partnership.
  • Q&A and feedback session: Ask questions. Share initial needs or concerns.

Partners receive training and development to strengthen programme delivery and organisational capacity. This includes onboarding sessions, compliance and governance training, financial management guidance, food safety and nutrition workshops, reporting and monitoring training, and access to toolkits and resources. Partners may also join webinars, peer-learning sessions and workshops on topics such as community engagement, impact measurement and storytelling for visibility.

Add Hope works to improve procurement efficiency across its partner network, aiming to maximise impact, increase reach and ensure the delivery of nutritious meals at lower costs. As part of this effort, Add Hope is:

  • Reviewing partners’ procurement practices to identify opportunities for cost savings.
  • Assisting partners in negotiating better prices, including leveraging the KFC supply chain to explore potential bulk purchasing and supplier discounts.
  • Encouraging collaboration among partners, enabling them to share suppliers, coordinate bulk orders, and access group discounts where possible.

While still in its early development phase, this initiative aims to establish a more cost-effective, sustainable procurement model.

By providing funding for feeding, Add Hope enables beneficiary partners to use other funding to ensure they have the infrastructure required to execute the feeding programme. This includes:

  • Well-equipped storage facilities and distribution centres that facilitate the safe handling, storage and transportation of food items, ensuring their quality and freshness.
  • Essential kitchen equipment and appliances that enable the efficient preparation of large numbers of meals.
  • Dedicated vehicles for food delivery that ensure timely and reliable distribution of meals to various locations, including schools, orphanages and community centres.

Add Hope maintains open, transparent and supportive communication with its beneficiary partners to ensure alignment, accountability and shared impact. Communication is structured and ongoing, with tailored engagement at each key stage of the partnership lifecycle.

  • Induction and onboarding: New partners receive a comprehensive orientation to ensure they understand expectations.
  • Formal correspondence: All official documents are shared by email or on the Add Hope Online Management System. These include funding agreements, reporting templates, policy updates and application or reapplication guidelines.
  • Monthly reporting and quarterly check-ins: Partners submit monthly progress reports online. Quarterly accountability meetings are held to review progress against targets; address challenges and identify support needs; and monitor overall programme delivery and impact.
  • Onsite programme reviews: Add Hope conducts site visits, often with internal teams and/or external consultants, to verify implementation against submitted plans; assess meal quality, food safety and child engagement; and check the accuracy of data collection and reporting systems.
  • Monitoring and evaluation feedback: After site reviews or audits, partners receive formal feedback reports, recommendations and any required corrective actions. This ensures continuous improvement and alignment with standards.
  • Capacity building before annual reporting: Towards the end of the funding cycle, Add Hope provides refresher training sessions, guidance on completing the annual funding report, and support with reapplication processes and compliance updates.
  • Annual reporting: Partners are supported throughout the annual reporting cycle with templates, reporting tools, and one-on-one assistance where needed.
  • Workshops and training: Add Hope provides ongoing capacity-building through webinars, partner workshops, and on-demand training on topics such as food safety and hygiene, monitoring and evaluation, and financial accountability and governance.
  • Regular support and collaborative communication: The Add Hope team maintains contact through phone calls, emails and ad hoc site visits. Partners are encouraged to share challenges and lessons learned, celebrate programme successes and offer suggestions for improvement.
  • Monitoring and evaluation: Monthly reporting from all partners (meals served, beneficiaries reached, cost per meal, feeding days, amount spent to date). Data validation through random sample checks and cross-referencing with procurement records.
  • Onsite inspections: Annual or biannual inspections by Add Hope teams for high-risk or randomly selected sites. Focus on hygiene, storage, beneficiary registers and menu compliance.
  • Governance and compliance checks: Quarterly review of partner governance documents and financial records. Spot audits of large invoices and spend per province.
  • Technology and data systems: Centralised reporting platform for all partners to submit numeric and narrative reports. Automated red flags if reported numbers deviate from expected ranges.

It is important that every feeding centre operates in line with Add Hope’s standards for food quality, beneficiary reach, governance and financial accountability, to safeguard impact and donor trust.

Each feeding centre is managed by an implementing partner that has contractual responsibility for operations, reporting and compliance. Partners appoint site coordinators who oversee feeding centres’ activities, beneficiary registers, menu adherence and basic financial controls.

Partners go through an exercise to group feeding centres into provincial clusters for easier monitoring. Cluster supervisors conduct monthly site visits and spot checks to verify registers, meal counts and hygiene standards. Issues are escalated to the partner head office for resolution.

Through its corporate social impact consultancy, Add Hope provides independent evaluation of the programme and makes programme quality improvement recommendations. This involves:

  • Independent verification: Every year, a sample of partners is selected to validate reported data (meal numbers, beneficiary counts, cost per meal) against onsite evidence. Compliance is cross-checked with Add Hope standards.
  • Impact evaluation: Assess programme effectiveness, sustainability and social return on investment. Identify best practices and areas for improvement across partner networks.
  • Capacity-building recommendations: Provide objective feedback to Add Hope and partners on operational, governance and reporting gaps. Suggest training or system improvements to strengthen performance.
  • Public reporting support: Provide an external, credible lens for donor reports, sustainability disclosures and social impact communications.
  • Standardised templates: For meal calculation, cost tracking and beneficiary reporting.
  • Capability building & training: For partner managers and site coordinators on reporting, food safety and financial accountability.
  • Corrective action plans: For feeding centres with repeated compliance issues.
  • Performance reviews: Beneficiary partners’ performance is assessed annually against agreed key performance indicators, incorporating internal and external review results.

Any under-performance that results in a breach in the donation agreement between the trust and the recipient beneficiary is governed by the terms of the signed agreement with the partner.

  • Monitoring and feedback: Underperformance is first identified through regular reporting, site visits or audits. The partner is given constructive feedback and a chance to improve.
  • Support and capacity building: The trust team provides guidance, training or resources to help the partner address gaps.
  • Formal review: If performance does not improve within the agreed timeframe, a formal review is conducted to assess the continuation of the partnership.
  • Corrective action or exit: Depending on the outcome, the partner may receive additional support, have its funding adjusted, or, in cases of continued non-performance, the partnership may be terminated to protect the programme’s impact and integrity. Beneficiaries are then reassigned to compliant centres.
  • Recommendations from external consultants are tracked and addressed through formal, timed action plans.

Partner coordination is supported by an online reporting and communication system. The system is managed by external service providers and centralises data submission, funding records and programme updates.

Additional tools include email, virtual meeting platforms and shared resource libraries for training materials, compliance guides and reporting templates.

There is direct communication between the social impact team and each beneficiary, and bulk emails are sent through Add Hope’s dedicated mailbox. These systems ensure real-time communication, transparency and easy access to information for all partners.

Add Hope occasionally assists with disaster relief after events such as floods, frequently working with organisations such as Gift of the Givers and Hope Worldwide South Africa to make sure displaced and affected people are supported with food supplies.

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