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STRENGTHENING NPO SECTOR
FUNDING & SUSTAINABILITY
TARGET GROUP: BUSINESS & NPOS
NELSON MANDELA BAY
CORPORATE SOCIAL INVESTMENT (CSI)
BREAKFAST &
WORKSHOP
VENUE: LA COLLINE COUNTRY ESTATE DATE: 31ST OCTOBER 2014
TIME: 07H30 – 14H00
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1. Introduction
In light of the changing funding world and turbulent economic environment, sustainability is a challenge
for most NPOS in Eastern Cape and around the globe. The key challenge for the sector therefore is to
devise sustainable mechanisms that allow them to diversify their funding bases suitable to their
organisations.The threat to the NGO sector has led the Eastern Cape NGO Coalition to develop a
Provincial Corporate Social Investment (CSI) Programme for the Eastern Cape. The ECNGOC officially
launched a donor’s forum in 2014 and has conducted a series of dialogues to capacitate and innovate
other ways to source funding.
The Eastern Cape NGO Coalition (ECNGOC) is a representative and membership organisation established
in 1995, with more than 700 member organisations in Eastern Cape. The ECNGOC lobbies and advocates
with and behalf of our member organisations on socio economic issues affecting the nation. The
ECNGOC focus (2014 – 2017) is “An integrated response to the triple challenge – poverty,
unemployment & inequality”.
In addressing the Vision 2030 – the Triple Challenge – Poverty, Unemployment and Inequality the
ECNGOC is of the view that collective voice, collective action and collective outcomes will contribute
significantly in changing the development landscape and improving the lives of the masses of the EC
population. Therefore the ECNGOC is a key proponent in championing both the Eastern Cape Anti
Poverty Strategy as well as the Eastern Cape Development Plan. Both of these strategies have been
endorsed by the 5th Provincial Administration in the State of the Province Address (SOPA) 2014 and are
founded on social mobilisation with people at the centre of their own development. In addition a key
strength of the strategies is the multi stakeholder approach to addressing development within the
Eastern Cape.
In strengthening the NPO Sector the ECNGOC focuses on 3 critical areas. Therefore the key focus areas
during the period under review are: The first focus area is strengthening the NPO Sector – Legislation
and Compliance. The Eastern Cape is characterised as predominantly rural and is made up of a total
population of 6,6 million people with 10 382 registered NPO’s as per statistics released by the National
NPO Directorate, of which almost 73 % remain non compliant to the NPO norms and standards as per
the NPO Act of 1997. The Eastern Cape continues to remain among the 3 highest Provinces in the
country in terms of the Human Poverty Indicators. The second key focus area is a shift in the
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Development Trajectory in the Eastern Cape from a “needs based “to an “assets orientation” to
development. The model that ECNGOC promotes, termed as “Assets Based Community Development
“(ABCD) is being championed as an innovative approach in enhancing planning processes and
strengthening meaningful public participation. The third key focus area is Sustainability of the NGO
sector with a key focus on community philanthropy (giving for agency) as well as exploring the
Corporate Social Investment (CSI) space.
Therefore the purpose of engaging a multi agency approach is to analyse the “shared value “approach in
business and how shareholder interests can also address developmental goals. A key starting point for
ECNGOC has been donors, partners and well as the different Chambers of Business.
As a result the ECNGOC has a goal of seeing the Eastern Cape as a destination for funding which will
ultimately transform the lives of the masses of our people, ensuring a better quality of life for all.
2. CONTEXTUAL ANALYSIS
The eight Millennium Development Goals (MDGs) – which range from halving extreme poverty rates to
halting the spread of HIV/AIDS and providing universal primary education, all by the target date of 2015
forms a blueprint agreed to by all the world’s countries and all the world’s leading development
institutions. They have galvanized unprecedented efforts to meet the needs of the worlds poorest.
South Africa in its 20th year of political transition is still facing the challenges of poverty, inequality and
unemployment. According to a report by Statistics South Africa (StatsSA), it is estimated that 45% of
South Africans are still living in poverty in post-apartheid dispensation. This goes on to show that almost
21 million citizens are living below the poverty line, which is less that R422 per month. Majority of the
poor are situated in the rural areas and the Eastern Cape and Limpopo being the most poverty stricken
provinces of South Africa. The Eastern Cape remains one of the most poverty stricken provinces in South
Africa. Stats South Africa, reported that the population of South Africa in July 2011 was 50.59 million,
and approximately (6 829 958 people) 13.5% of the population were living in the Eastern Cape. The
province of Eastern Cape only contributes 7.5% of the GDP of South Africa (Stats SA, 2011). It is
predominantly rural. South Africa is struggling with food insecurity, ill health, poverty, unemployment
and crime.
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The Planning Commission released a National Development Plan (NDP) in 2011. The plan sets two
targets, namely, to eliminate poverty and reduce inequality by 2030. The diagnostic work that formed
the basis for the plan found that the major challenges South Africa face is the high rate of
unemployment and the poor quality of education for the majority of people (IAPS). The National
Development Plan (NDP) plan clearly articulates a vision for the country, The Triple Challenge – Poverty,
Unemployment and Inequality. The key drivers in achieving good governance are: Strong Leadership,
Good Governance, and Active Citizenship.
In this Province, the Eastern Cape Planning Commission was established in April 2012 to facilitate
development of a comprehensive long-term plan – Vision 2030. In drawing up the vision, the ECPC has
been engaging with social partners to develop a broad alliance for a sustainable, multi-generational
future. Vision 2030 will thus chart the direction for our collective journey towards a qualitatively
different and better future. The Diagnostic Report of the NPP has revealed that the core of all the
challenges faced by the Province is the “ Alienated Human Condition “ , in simple terms People are not
at the centre of their own Development. The Eastern Development Plan is available.
3. CSI EVENT (BREAKFAST & WORKSHOP)
IMPORTANT NOTES FOR BUSINESS TO CONSIDER
Partnerships
Migration to Strategic CSI
Shared value approach
Multi sector collaboration
Tri-sector partners ( public / private / society)
Sharing , learning and reflection platforms
3.1. Background
In responding to the Triple Challenge of Poverty, Inequality and Unemployment which requires the
involvement of both organised sectors as well as the active citizens the ECNGOC intends to address the
sustainability challenges faced by many NGOs as a result of the global recession. This economic
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downturn has forced many NGOs to either close down or drastically reduce operations which in our
view can create a social catastrophe in the Eastern Cape. In strengthening the NPO sector which serves
as a key mechanism ( 10 382 NPOs) for social service delivery the ECNGOC work aims to strengthen
sustainability of the NGO Sector by shaping the funding space. In assessing the sustainability threat to
the NPO sector it is clear that sustainability goes far beyond funding or money , its looks at product
differentiation , innovation , shift in positioning of the NPO Sector to adapt to these changing
circumstances. Therefore the ECNGOC in partnership with ABSA, Eastern Cape Socio Economic
Consultative Council (ECSECC) and the Nelson Mandela Bay Business Chamber organised a dialogue that
was themed “Migration to Strategic CSI.”
3.2. CSI Breakfast (Programme Attached)
Programme Facilitator (Rooks Moodley, Director – ECNGOC)
Theme “Migration to Strategic CSI “(invite attached)
Opening Remarks
“Business cannot succeed in a FAILING Society “forces a Migration to Strategic CSI. The key focus of the
breakfast session is the “Shared Value “approach and how does one satisfy business interests while at
the same time meeting developmental goals.
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Welcome – Kevin Hustler (CEO, NMB Business Chamber)
In his welcoming remarks Kevin expressed his excitement for the initiative as well as the partnership on
which this CSI dialogue platform is being built. He also shared the Chambers Initiative with the Nelson
Mandela Civil Society Coalition and the impact in terms of addressing critical issues facing the Nelson
Mandela Metro. Kevin indicated that he looks forward to the outcome as he is unable to stay for the
duration of the vent due to other commitments.
Purpose - Andy De La Mare (CSI Manager – ABSA)
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Why are we here?
Andy focused on the partnership and applauded the fact that 4 partners were on board in planning this
event. He also stressed the importance of cross sector collaborations. This platform also provides re
opportunity for learning, sharing and reflections and provides an opportunity to strengthen levels of
awareness on CSI.
Why do we do CSI?
Shareholders’ interests (targets) versus community investment. There has to be a reciprocal relationship
between business and society. The SA grant makers still remains one of those institutions that provides
opportunity for learning and sharing. We also need to create a CSI Community of Practice. The need for
CSI multi sectoral partnerships are also key. The issue of the tri – sector partnership is becoming more
and more critical.
Key Note Address – Nick Rockey (CEO, Trialogue) – Presentation attached
Nick indicated his appreciation for the invitation and his excitement to be part of this CSI breakfast. The
key focus area of the presentation is “Migration to Strategic CSI. “ The CSI spend in the 2013 financial
year has been 8 billion of which under 10 percent was allocated to the Eastern Cape. A total of 3, 5
billion of the 8 million was distributed to the NPO sector. The analysis of the 7 percent allocation to the
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Eastern Cape must also be seen in the light of spending patterns , spend is higher where there is
business footprint. The main focus areas are Education and then Social and Community Development.
There has also been significant collective spend. It must also be stressed that development issues are
complex. There is also a lot of exposure to executive interference which shapes the funding flow of CSI
spend. There is also subjection to both corporate agenda’s as well as corporate compliance.
The notion of Strategic CSI to meet Corporate Interests?
Strategic CSI addresses societal issues. The shared value model reflects on the following:
Puts social responsibility ahead of profits in order to make money
Developmental CSI
Strategic CSI
Charitable grant making
Commercial grant making
All of the above versus social benefits.
Social benefits Dimensions
Beneficial impact
Beneficial outcomes
Visible outputs
Launched Strategic CSI Award
Fickleness of CSI Investment
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Nick reflected on CSI becoming more strategic in his concluding remarks. He stressed the importance of
being proactive rather than reactive. CSI in support of brand recognition (e.g. We Care). Many of those
interested in CSI would say I am not really interested in the CSI conversation but we just want to help.
DISCUSSIONS
Enterprise development and understanding BEEE codes
Focus should be on value chain versus supply chain
Government spending collaboration with business and other sectors will increase
effectiveness of spend
CSI and Enterprise Development? Are they different and how they affect the score card?
The need to conduct needs assessments –companies fund differently
Proactive funding ( create awareness)
Mature partners create easier access and better funding flow
The breakfast session concluded with emphasising the value of partnerships and appreciating
the investment made by the speakers to shape the thinking on “Migration to Strategic CSI.”
3.3. CSI Workshop
Facilitator – Gary Koekemoer
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Opening Remarks
The workshop was a follow up from the breakfast and is aimed at how the Nelson Mandela Bay
can look at integrated and collaborative efforts to strengthen CSI while at the same time
respond to the Triple Challenge of Poverty, Inequality and Unemployment. The commonality is
that “true value lies in its people. “
Speaker 1 – Margie Keeton (presentation attached)
Key Characteristics and success factors – effective Social Investment
Margie shared the history of CSI which went as far back as the 1970’s. There has been loads of
collaborative history; South Africa is ranked strong as a social actor. The context of CSI cannot
be ignored which focuses on global business realities. Some of the key topics include CSR,
Corporate Citizenship, Sustainability, Sustainable development and the triple bottom line.
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A focus on the definition of CSI was well articulated. The 4 key pillars were also cited:
Governance, Research and Strategy, Partnership and monitoring impact.
A case study of how the De Beer’s Chairman’s fund developed was also shared and key lessons
were highlighted.
Margie concluded with a very critical question of where do we go from here?
Speaker 2 – Irna Senekal (presentation attached)
Understanding impact
The key phrase was pressure to measure. The focus was on the purpose for evaluations,
investment versus outcomes, accountability and accumulating lessons.
Irna also focused on key definitions that highlighted economy, efficiency and effectiveness.
She concluded with thinking around is impact or evaluation important for us and why?
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DISCUSSIONS
Designing a collaborative tool for monitoring and assessment
How do we set up a community of practice for CSI
Critical reflection on why other initiatives have not worked
Partners to engage and catalyse the process
Collaboration of CSI initiatives
Ongoing Learning , sharing and reflections
CSI Mapping Exercise – NMB
Possibility of a structured working process
Way forward
After a lengthy discussions of various possibilities the following was agreed upon
DETAILS TIME FRAME PERSON RESPONSIBLE
1. Develop a report
outlining key actions
20/11/2014 Rooks to compile report and
circulate
2. Task Team set up 31/10/2014 Rooks to create database and
circulate report
3. Task Team 10/12/2014 To analyse report outcomes
and develop an action plan for
2015 and communicate with
broader group
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4. Partners/ Speakers 12/12/2014 Partners to engage on
strategic areas for 2015 and
engage speakers for technical
expertise.
Conclusion
A vote of thanks was done by Andy and expressed deep appreciation for the partnerships, the
speakers and the attendees and look forward to implementing the key outcomes from the CS
breakfast and workshop. The general feeling is the room was that the passion and drive for CSI
has been reignited and shaped to shift towards “Migration to Strategic CSI. “