19806331-What-is-an-NGO

What is an NGO?

A framework document introducing NGOs in South Africa

Acknowledgements This document has been produced by NGOCONNECT Africa, and we wish to acknowledge and thank the following contributors: Liz Brouckaert for writing and pulling together the document Ronel van Heerden for the design and layout For more information about NGOCONNECT Africa, or this material, please contact info@ngoconnectafrica.org

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Contents 3

Introduction

3

Background

5

Definition of NGOs

6

Description of NGOs and programme areas

7

Terminology

8

What is an NPO?

9

NGOs in South Africa

17

Establishing the credentials of an NGO

19

Engaging with an NGO

20

Regional summary

23

Resources and Links

Introduction In order to understand what an NGO is, we have created a set of resources to help you navigate through the complex and variable environments that define these organisations.

The objective is to provide a concise and functional introduction to NGOs that operate within South Africa.

Here you’ll find various presentations that you can engage with at whatever level you choose. This document forms part of a white paper, a Power Point presentation and an online presentation.

Background In the global development context the United Nations Development Programme (UNDP) in 2000 adopted eight Millennium Development Goals (MDGs) to be achieved by 2015.

They are: Goal 1: Eradicate extreme poverty and hunger Goal 2: Achieve universal primary education Goal 3: Promote gender equality and empower women Goal 4: Reduce child mortality Goal 5: Improve maternal health Goal 6: Combat HIV/AIDS, malaria and other diseases Goal 7: Ensure environmental sustainability Goal 8: Develop a Global Partnership for Development Global Partnership for Development-MDG 8, is essential for the attainment of the other seven MDGs. Recommended partners include: Governments, UN Agencies, international financial institutions, bi-lateral agencies, private and civil society. The UNDP uses its global presence to bring together partners from many different backgrounds to share expertise, launch joint ventures, and develop long term solutions.

In 2008 the MDG Gap Task Force reported that while there has been progress on several counts, important gaps remain in delivering on the global commitments in the areas of aid, trade, debt relief, access to new technologies and affordable essential medicines, especially in developing countries. The weakening of the world economy and the steep rises in food and energy prices threaten to reverse some of the progress made in the various dimensions of human development. Strengthened global partnerships are needed to avoid any reversal of progress made thus far. A further detail is that in Sub Saharan

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countries the gap is the biggest and to achieve the 2015 targets it has been recommended that stronger partnerships are created; between developed and developing countries, among developing countries themselves, and with the active involvement of the private sector.

As a result there are a range of new players and institutional formations in the development arena with the partnerships happening across the public, private and civil society sectors. More recently we have seen the advent of significant local, national and global Public Private Partnerships (PPPs) and greater linkups between similar NGOs to form consortia to deliver on government tenders for development service delivery.

The private sector is increasingly being pulled out of its profiteering mode and sees the value of supporting initiatives for poverty alleviation and development as healthy development promotes a vibrant market which in turn promotes sales and sustainable growth. Social entrepreneurship is on the rise in the form of consultancies and individuals who work within this developmental agenda. Frequently helping unfamiliar partners manage projects, programmes and helping them get to know each other better.

In this context NGOs have been identified as an important grouping within civil society whose collective agency is responsible for significant development. NGOs provide the link to the communities and the people who may not have a voice. They provide mechanisms to test new ways of doing things without placing the whole system at risk. Their flexibility and innovation act to support and encourage pluralism and diversity which in turn challenge stasis and inflexibility which are often reactive responses by overburdened state structures. Therefore it is fast becoming an imperative to get to know them better.

However, for the uninitiated, NGOs exist in an intricate and sometimes confusing matrix, we hope with this document to provide insight and understanding of how these organisations exist and operate in South Africa.

Social Entrepreneurship is also on the rise in the form of consultancies and individuals who work within this developmental agenda.

Frequently helping unfamiliar partners manage projects, programmes and helping them get to know each other better.

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Definition of NGOs Non-government organisations

– or NGOs as they are commonly known – perform a range of functions in civil society and are by definition non-commercial. They exist to service needs that are not provided for by the government and commercial sectors.

Working definition

A non-governmental organisation (NGO) is a formalised, non-profit group which has been created outside of government to address particular issues, tasks or functions of a noncommercial nature. Such groups may be organised at a local, national or international level. They are dedicated to serving a particular function and are driven by people with a common interest in addressing these issues.

NGOs perform a variety of service and humanitarian functions. These can include lobbying for particular causes, advocating and monitoring government policies and encouraging political participation through the provision of information. Some are organised around specific issues, such as human rights, animal rights, environment or health. They provide analysis and expertise, serve as early warning mechanisms and help to monitor and implement international agreements.

The phrase non-governmental organisation came into use with the establishment of the United Nations in 1945 which specified a consultative role for organisations that are neither governments nor member states.

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Description of NGOs and programme areas NGOs fulfill a range of functions including development assistance, emergency relief, social and health services. In addition, some organisations in this category represent special interest groups, such as craft guilds, chambers of commerce, professional associations, recreational clubs, youth associations, environmental groups and trade unions.

NGOs come in many different shapes and sizes, and they have a variety of programme areas such as • Advocacy and awareness around particular issues • Access to justice • Access to land • Adult basic education • Animal rights • Child welfare • Community development • Community training and capacity building • Conflict resolution • Crime prevention and rehabilitation • Culture and recreation • Economic development • Entrepreneurship • Environment • Formal education and research

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• • • • • • • • • • • • • • •

Gender matters Health HIV/AIDS Housing Human rights Infrastructure development Media and communications Monitoring and evaluation Networks Participatory democracy Philanthropic intermediaries and promoting voluntary activities Rural development Social services Job training and career guidance Counselling, therapy and psycho-social rehabilitation

Note

Within these areas there are clusters of NGOs that have very different organisational cultures and competencies. For example, the TAC (Treatment Action Campaign) is a highly evolved lobbying and advocacy group that operates at a national level working towards getting the state to take responsibility for providing access to ARVs for people living with HIV/AIDS. Also within this cluster are a range of NGOs that have developed as direct responses to the HIV/AIDS epidemic such as home based care programmes, orphanages, NGOs that support grandmothers supporting orphaned grandchildren (GOGO Project). They may have been created by individuals who only have their intentions and feet as resources whereas others may be working with professionals, international funding and a detailed knowledge of ICT. Therefore it is important to consider each of them according to their specific requirements at whatever level they are operating as their levels of ICT use and competence may vary dramatically and their ICT needs are likely to be specific.

Terminology Let’s explain the terminology: • Civil Society Organisations (CSOs): a broad description of organised groups that are made up of NGOs, CBOs, FBOs and Trade Unions.

• NGO: A Non-Governmental Organisation can exist in various legal forms, including a Voluntary Association, Section 21 Company (South Africa) or a Trust.

• CBO: Community Based Organisations include among others youth groups, sports clubs and rate payers associations. These are membership-based and members usually pay a fee to belong to them. Funding comes mainly from community fund raising efforts, ‘gifted’ (donated) infrastructure and volunteer efforts.

• FBO: Faith Based Organisations is used to describe organisations that are religious in nature and distinct from those that are government, public or private secular organisations • PPP: Public Private Partnership. This describes a partnership made up between the government and private sector often involving NGOs. • SETA: Sector Education and Training Agency. An organisational form that has been set

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Note

up by the government to provide sectoral Education and Training facilities that oversee standard setting and registration of Education and Training Service Providers within each of the sectors. • SEDA: Small Enterprise Development Agency. This development agency is also an initiative of the government (Department of Trade and Industry) that works to support small enterprises. It is in essence a government agency that carries out the work of the government but is organisationally separated. It has multi-stream funding support and so it is publicly directed (by law) however has funding from the government, private and civil society (especially donor agencies). It is a hybrid institutional form that sits somewhere in between the public and private sectors providing a direct service for the government’s development programme.

SEDA type agencies are on the increase. They provide a service that is developmental, directed by government policies and funded, to a degree by government but have organisational autonomy. This allows for greater flexibility in terms of service provision using tender processes and engaging with private institutions and NGOs, in the kind of Public Private Partnership (PPP) that is advocated by the MDG 8 (see discussion in background section, page 4).

What is an NPO? The terms NGO and NPO are often used interchangeably and sometimes incorrectly because there is a difference between the two in legal terms. In South Africa for example, once an NGO has been officially formed it can apply to the NPO Directorate within the National Department of Social Development to be registered as an NPO under the NonProfit Organisations Act No 71 of 1997. An NPO number is assigned to it to signify that the organisation conforms to the appropriate legal requirements.

A non-profit organisation can be incorporated as a trust, a company or any other formalised association. This entity is firstly established to serve the public in some manner and secondly any income or property it owns cannot be transferred to its members or office bearers except where they are paid for the work that they do.

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Organisations that can apply for NPO status include NGOs, CBOs (community based organisations), FBOs (faith based organisations) or trade unions that are formally constituted or have any other founding document.

Why is NPO registration important?

Acquiring NPO status for an NGO is a significant qualification because it gives potential donors some assurances: • Improves the credibility of the organisation because as an NPO it is accountable to a government body; • Gives the organisation a formal definition; • Helps to set and maintain standards of governance, accountability and transparency; • Provides benefits such as tax incentives and funding opportunities.

You can check the NPO status of an organisation by visiting the NPO directorate section on the National Social Development Department website at http://www.npo.gov.za/ It allows you to search for organisations by name and registration number.

NGOs in South Africa Historical context Throughout South Africa’s development history, successive governments have decided that the country is not a welfare state. This means that when someone is in need, it is expected that the family or the community should help. The State will only become involved if help cannot be given privately. Due to this there has always been a call for individuals to show a spirit of ‘Ubuntu’ and philanthropic concern.

Before the 19th Century - there were no organised welfare services. Families looked after their own needs. In 1916 a national conference recommended the coordination of private welfare services. The late 1920s saw the beginning of a number of National

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Welfare Councils. Before World War II “The Carnegie Poor White Investigation” report, recommended the creation of a State Bureau of Social Welfare, to coordinate the welfare activities of state departments in cooperation with voluntary organisations and the churches. A Department of Social Welfare was established in 1937.

As a result of the active public fundraising that took place during World War II it was felt that some control of the public collections needed to be introduced. This gave rise to the Welfare Organisations Act No. 40 of 1947. With the issuing of the National Welfare Act 79 of 1975, national and regional welfare boards came into being. Several commissions of enquiry followed, including the Van Rooyen Commission of Inquiry into the Collection of Voluntary Financial Contributions from the Public and out of their recommendations came the Fundraising Act No 107 of 1978.

Most community projects were carried out by religious groups during the mid 1950s but this started to shift and change around the late 1970s when NGOs and CBOs started to form and address social imbalances. A huge growth in the sector occurred between the early 1980s and 1994 – mainly due to the flow of foreign funding and local efforts in fundraising for good causes.

Over the past 10 years there have been major shifts and changes both, in rationalisation by government of service delivery and the legislation controlling and regulating NGOs. Subsequently the role of NGOs has begun to influence the way business is done, especially with regards to corporate social responsibility (CSR). In the past government often influenced the idea of corporate citizenship but this has changed; NGOs are becoming essential partners in the delivery of products and services to the private sector and indeed on behalf of the state. Linked to this is the creation of a range of development agencies that operate in a collaborative way between the Public and Private sectors (see explanation and note about SEDA on page 8).

The ANC-led government still has in its ranks a range of NGO activists who become political leaders and so social development/welfare is high on this government’s agenda.

However in the light of the HIV/AIDS epidemic and the worsening state of the world’s

In the past government often influenced the idea of corporate citizenship but this has changed; NGOs are becoming essential partners in the delivery of products and services to the private sector and indeed on behalf of the state.

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economy NGOs are often filling the gaps of public service to communities; doing the work government should be doing, or raising social issues that the government pretends don’t exist. They, the NGOs, are social change agents and work in many areas of life.

NGO funding In South Africa it is estimated that income generated through donations, grants, sales, membership dues, fees for services (contracts/tenders with government and the private sector) plus interest on investments is in excess of R16 billion per annum (US$2.3 billion).

In 2007, R3 billion was contributed through corporate social investment. It is probable that more than 2 million people volunteer their time, talent and expertise to NGOs annually, with an estimated worth of a further R5.1 billion in sweat equity.

Donations or funding of programmes can be provided by either private parties or government agencies. NGOs generally do not make any distinction between government funding (a significant source) and other funding.

The Income Tax Act makes provisions for NPO organisations to become registered with the South African Receiver of Revenue as Public Benefit Organisations (PBOs). This provides them with certain tax exemptions. Furthermore, if they qualify according to certain criteria, Section 18 (A) receipts can be issued to donors, affording the donors with limited tax exemption against the donations made.

... it is probable that more than 2 million people volunteer their time, talent and expertise to NGOs annually, with an estimated worth of a further R5.1 billion in sweat equity.

Public Private Partnerships and Development Agencies Currently welfare service and social development activities in South Africa have, to a large extent, been collaborative undertakings as part of Public Private Partnerships. Since 1994 we have seen the creation of a range of institutional forms (mentioned in the background,

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page 4) such as groups of NGOs forming consortia to tender for specific service delivery, PPPs and the work of agencies that work together with national and local government structures, international donor agencies and local and national NGOs. They all work together in an attempt to address issues such as HIV and Aids, poverty, environmental programmes, housing and other pressing social needs as they arise.

Millennium Development Goals in the South African Context The Millennium Development Goals (MDGs) currently provide an overarching set of global challenges that progressive South African NGOs hold as objectives to mobilise around (described in the background section on page 3). The South African development agenda falls amongst the others of Sub Saharan African countries which are mentioned in the last MDG meeting (held in September 2008) report, as forming the epicentre of the escalating humanitarian crises due to poverty and conflict over scarce resources and ethnic feuding.

This is further aggravated by the HIV/AIDS epidemic, climate changes and lack of infrastructural resources such as electricity, clean drinking water, roads and ICT. In Africa 74 people out of 100 do not have access to electricity.

This first report of the Task Force highlights that there has been progress on many fronts, but the delivery on commitments has been deficient and has fallen behind schedule. A shared future for all will not be possible without globally concerted action and strong partnerships. At this midpoint in our work towards meeting the 2015 deadline, it is essential that all partners accelerate their efforts to deliver on the promises they have made.

In Africa 74 people out of 100 do not have access to electricity.

Some recommendations linked to MDG 8 in particular are • • • • •

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Rapid increase in coverage of population with access to mobile phones Work at reducing the digital divide in internet use The need to strengthen the global partnership for access to new technology Strengthened global partnerships Urgent responses are needed to bridge the existing implementation gaps and deliver on the promises to achieve the MDGs

Actions required to expand the access to technology for development include • Formulating national ICT strategies aligned with broader development strategies • Introducing more flexibility in relation to Trade-Related Intellectual Property Rights to accelerate the diffusion of technology for development to developing countries, including that related to renewable energy and adaptation to climate change • Increasing efforts to expand both basic infrastructure such as electricity supply and ICT-facilitating infrastructure, especially in low-income countries • Creating incentives for the private sector to develop technologies relevant to people in low-income countries, including those that address issues of climate change adaptation and renewable energy • Applying more widespread differential pricing practices to reduce the costs of key technology in developing countries in order to make access affordable to all In addition, Archbishop Ndungane of the Anglican Church Southern Africa recommends six steps that can be taken by African civil society to accelerate the continent’s and South Africa’s rate in meeting the MDGs:

Six steps 1. Intensify service delivery 2. Become involved in policy process 3. Advocate for better use of resources 4. Monitor delivery of promises 5. Mobilise voices of African CSOs 6. Create solidarity with partners from the North and South

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Some relevant characteristics of, and challenges faced by the South African NGO Sector The NGO sector in South Africa is substantial and diversified, with huge differences between organisations, ranging across the organisational cultures, operational standards and resources.

NGOs in South Africa operate in the following programme areas: Advocacy and awareness around particular issues, access to justice, access to land, adult basic education, animal rights, child welfare, community development, community training and capacity building, conflict resolution, crime prevention and rehabilitation, culture and recreation, economic development, entrepreneurship, environment, formal education and research, gender, health, HIV/AIDS, housing, human rights, infrastructure development, media and communications, monitoring and evaluation, networks, participatory democracy, philanthropic intermediaries and voluntarism promotion, rural development, social services, job training and career guidance, counselling, therapy and psycho-social rehabilitation (see bulleted list on page 6).

In addition, similar NGOs often form collaborative networks that provide sector leadership around developing policy frameworks or acting collectively to engage government around issues of concern.

In South Africa they will include registered voluntary associations, section 21 companies and trusts. These run projects and programmes that positively impact social and economic policies and deliver necessary support services to those who need it the most – they feed, clothe, teach, create, guide, safeguard, accompany and facilitate.

It is difficult to provide good statistics on how many NGOs exist in South Africa, it is estimated that there are approximately 120,000 CSOs (Civil Society Organisations) of which 37,000 are registered as NPOs, what proportion of these numbers are bona

SA NGOs rise and fall; a few last and provide consistent service delivery.

This rise and fall can be attributed to shifting social needs in a rapidly changing and stressed society.

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fide NGOs is up for debate. What we know is that the NGO sector in South Africa ‘is BIG’, cynically described by some as a ‘home for all’... ex-politicians, ex-government officials, people with axes to grind, messianic zealots, ‘bleeding hearts’, begging bowl subscribers, empire builders, DIY’ers and in the main, (those that last), some very sophisticated, intelligent, functional, good hearted and passionate people who see a gap and try to fill it.

SA NGOs rise and fall; a few last and provide consistent service delivery. This rise and fall can be attributed to shifting social needs in a rapidly changing and stressed society.

Some challenges that South African NGOs face • There is a high degree of burnout amongst the leadership of SA NGOs and some of the more sustainable NGOs consider having a succession strategy as an essential element in their long-term strategic plan.

• The “self-sustainability” level of NGOs tends to be low. Which, when considered does make sense if the activities are centred around welfare provisioning, as welfare activities tend to drain rather than generate resources.

• Most NGOs have limited financial and management expertise. However amongst some of the more ‘established’ NGOs this is changing as the donor community has wised up and has introduced a range of checks and balances that provide an imperative for NGOs to acquire these competencies. Some are financially sound, but most operate in a precarious state of scarce funding, job insecurity and threadbare facilities.

• Many NGOs lack inter-organisational communication and coordination and subsequently tackle their chosen causes without a clear understanding of the broader social and economic context.

• Funding remains a challenge with some of the funds having been diverted to government operations as well as onerous monitoring and evaluation requirements of donors.

• Monitoring and evaluation - many lack the tools and understanding to measure and track effectively, and IT usage is not as sophisticated as a tool in this community.

• MDGs - as much as these have raised awareness and funding for NGOs, it has also introduced new players in the form of PPPs which can be seen as competition for NGOs. • Changing face of development - focus on sustainability. NGOs have long focused on a “non-business” approach and are increasingly asked to introduce more business like models.

• Distrust - history of distrust in SA NGO community in particular.

• Corruption - there has been a history of corruption in the NGO community in SA (and elsewhere). This is a stigma that some NGOs are still fighting.

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Strengths and advantages • Probably their most significant characteristic is their strong grass-roots support - and hence their ability to identify the problems of their constituents and then tailor assistance to meet their needs.

• NGOs work in the field, adapting to local situations, and are able to develop integrated projects based on local needs.

• They usually adopt a process-oriented approach toward development for which they use participatory methodologies and tools. In South Africa everyone is familiar with the work of HIV and Aids volunteer canvassers on ‘door to door’ campaigns – meeting their neighbours and breaking down the barriers to ensure affected families access local services.

• They are able to take on jobs that the government cannot.

• They access resources in the community which are unavailable to the government structures, e.g. volunteers and sweat equity.

• They provide links between established government programmes and civil society, religious, interest and philanthropist groups.

• Provide a space that people with particular sub sets of skills are better accommodated outside of government structures.

• In bypassing government’s bureaucratic and restrictive regulation they can operate more effectively and efficiently.

• Able to respond to needs in communities more rapidly.

• There exists amongst the older NGOs enormous bodies of local knowledge that provide the sector with significant development intelligence and wisdom that know the local conditions and restrictions intimately.

The South African NGO sector is vast and diverse, and there is no short list of all their advantages and disadvantages.

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Establishing the credentials of an NGO When you check the credentials of an NGO it is important to locate the organisation in relation to the country’s legislation and regulation, the programme areas and/or sectors it addresses and its levels of activity and service delivery.

Bear in mind that this context varies significantly from region to region and there are many factors that determine what contributions and services an NGO provides.

Prior to engaging with any NGO, we recommend a number of steps to be taken. You should not take anything for granted and establish the organisation’s bone fides at every turn. In this section you’ll find a checklist and a suggested way of approaching an NGO to ensure that it can provide appropriate levels of accountability, response, sustainability and developmental partnering.

Some critical questions that should be asked • • • • • • • • •

Is the organisation properly constituted? Does it have a written constitution?

How long has it been operating?

Does it operate according to its stated objectives?

Does it operate within a broader network of similar organisations?

Who do they partner or engage with?

Which networks do they belong to?

Who are the board members?

Any success stories?

Has it implemented a networked response to a social need?

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• Does it duplicate the services of other organisations, resulting in competition for scarce resources?

• Does it have good democratic governance infrastructure?

• Is it soundly structured as an organisation?

• Is it registered as an NPO with an NPO registration number • Is the NPO registration current? (Check on NPO directorate database http://www.npo.gov.za/ and follow the links) • Is there good financial management and good financial reporting?

• Can you easily make contact with the organisation head/leader/director, chairperson and financial officer?

• Are there reliable telecommunications facilities (telephone, fax, mobile/sms)?

• Is there reliable road, postal and courier access? Sometimes courier services are used instead of postal services – this is more expensive but also more secure and reliable.

• What kind of security is there? – including social, property/work place and ICT security

Is the NPO registration current?

Check on NPO directorate database http://www.npo.gov.za/ and follow the links

Some other questions that could be asked • Does it have access to email and/or internet facilities? Access to internet cafes can be sufficient.

• Does it have a website or plans for a website?

• Does it have a well-established public profile?

• Does it have a marketing strategy?

• Is the organisational brand well established?

Suggested actions and checklist before making first contact • Accessing public references, media or publications: Do search-engine research to establish whether the organisation has a web presence; • Find out about the staff and board members involved; do search-engine research to establish the leadership credentials of the individuals involved; • Establish what banking and financial services are used by the organisation;

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• What access and communication facilities does it have access to in terms of language, telephone, email and post; • What infrastructure and transport resources does it have: how easy is it to get to, what are the travel requirements (e.g. visas and health considerations distances, road conditions, transport services and accommodation) involved if you have to visit the site.

Engaging with an NGO Once you are satisfied that a particular NGO is the ‘right one’ to engage, it is important from the first to be open and allow the relationship to develop without too many initial expectations. A patient and tolerant attitude will go a long way to finding the true measure of the organisation’s experience, wisdom and potential to be a good partner.

Working in the NGO environment can be tricky and the organisations that survive and have competent and passionate leaders who are seasoned survivors, are familiar to disappointment and having to reinvent the wheel over and over again.

Initial resistance to significant engagement could be a good sign! Resistance can be an undervalued indicator of integrity. These ‘good’ leaders are used to working in ‘muddy waters’, like Gangetic dolphins (fresh water Ganges and Indus River dolphins) who are virtually blind and live in muddy water, they are able to navigate through engagement processes using other faculties, which might not be standard in the business world.

Each partnership has a particular culture that needs to be developed and it is important to state upfront what your engagement agreements might be, for example this might include: • How does the communication happen and who, within the NGO is in charge of managing the relationship and communication?

• Staying within the agreed upon process-not changing the goal posts without proper negotiation • Adequate notice for rescheduling meetings and deadlines-the culture around time management can vary significantly between different organisations causing stress and dislocation • Who is invited by the other party to meetings? How is it negotiated by the lead partners?

• At what point is it appropriate to introduce discussions around contracts, roles and responsibilities?

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At the same time if you feel, early on, on an instinctual level that something is ‘not right’, don’t dismiss it and ensure that appropriate checks and balances are put in place. Write it down, keep records, report it to your colleagues and ensure that there is a space within the engagement process to report and air misgivings about processes and programmes.

What is important is to allow the partner to explain or contextualise the situation without it damaging the relationship as it develops in the early stages.

Providing a space to negotiate around and air differences can go a long way to finding creative solutions and new ways of doing things thus enabling the partnership to harness and marry diverse skills and resources that benefit all parties and result in constructive and meaningful development.

Regional Summary The Southern African Development Community (SADC) has been in existence since 1980, when it was formed as a loose alliance of nine majority-ruled states in Southern Africa known as the Southern African Development Coordination Conference (SADCC). Its main aim was to coordinate development projects in order to lessen economic dependence on the then apartheid South Africa.

The founding member states are: Angola, Botswana, Lesotho, Malawi, Mozambique, Swaziland, United Republic of Tanzania, Zambia and Zimbabwe. SADCC was formed in Lusaka, Zambia on 1 April 1980, following the adoption of the Lusaka Declaration Southern Africa: Towards Economic Liberation.

The transformation of the organisation from a Coordinating Conference into a Development Community (SADC) took place on 17 August 1992 in Windhoek, Namibia, when the Declaration and Treaty was signed at the Summit of Heads of State and Government thereby giving the organisation a legal character.

The Member States are: Angola, Botswana, Democratic Republic of Congo (DRC), Lesotho, Madagascar, Malawi, Mauritius, Mozambique, Namibia, Seychelles, South Africa, Swaziland, United Republic of Tanzania, Zambia and Zimbabwe.

The SADC headquarters are located in Gaborone, Botswana.

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Country specific information Country

Capital

Currency

Official Language

Angola

Luanda

Kwanza

Portuguese

Botswana

Gaborone

Pula

English & Setwana

DRC

Kinshasa

Congolese franc

French

Lesotho

Maseru

Loti

South Sotho & English

Madagascar

Antananarivo

Malagasy ariary

Malawi

Lilongwe

Area (km2)

Population

GDP per capita

1,246,700

15,941,000

$ 2,813

581,726

1,639,833

$ 11,400

2,344,858

63,655,000

$ 774

30,355

1,795,000

$ 2,113

Malagasy, French & English

587,041

18,606,000

$ 905

Malawian kwacha

English & Chichewa

118,484

12,884,000

$ 596

2,040

1,219,220

$ 11,125

Mauritius

Port Louis

Mauritian rupee

Englishadmin, French-de facto (in practice)

Mozambique

Maputo

Mozambican metical

Portuguese

801,590

20,366,795

$ 1,389

Namibia

Windhoek

Namibian dollar

English

825,418

2,031,000

$ 7,478

Victoria

Seychellois rupee

English, French, Seychellois, Creole

451

80,654

$ 11,818

1,221,037

47,432,000

$ 12,161

Seychelles

South Africa

Pretoria, South African Bloemfontein, rand Cape Town

Afrikaans, English, Southern Ndebele, Northern Sotho, Sotho, Swati, Tsonga, Tswana, Venda, Xhosa, Zulu

Swaziland

Lobamba & Mbabane

Lilangeni

English & Swati

17,364

1,032,000

$ 5,245

Tanzania

Dar es Salaam & Dodoma

Tanzanian shilling

Swahili & English

945,087

37,849,133

$ 723

Zambia

Lusaka

Zambian kwacha

English

752,614

11,668,000

$ 931

Zimbabwe

Harare

Zimbabwean dollar

Shona, Ndebele & English

390,757

13,010,000

$ 2,607

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Questions that need to be asked with regards to regional engagement • Access to internet connectivity: What kind of internet connectivity exists? Is it widely accessible? How much does it cost? • Banking practice and funds transfer practice: How long do banks take to transfer money?

What are the bank charges? • Telecommunications, road, postal and electricity (power surge protection and different types of supply) infrastructure: It is wise to check on these infrastructural resources as the standards can vary dramatically and can cause programme delays due to a lack of understanding of local conditions.

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Resources and Links • To check on an NGO’s NPO registration status go to http:www.npo.gov.za and follow the links • South African NGO Network website: www.ngopulse.org • South African NGO Coalition (SANGOCO) website: http://www.sangoco.org.za/site/ • SANGOTech: The SANGOTeCH online technology donation and discount portal is a partnership between SANGONeT and TechSoup, the San Francisco-based nonprofit technology capacity building organisation, that links technology donations and the South African NGO sector: http:// www.sangotech.org/about-sangotech • Prodder Directory: South African NGOs & Development directory, available in white paper and online formats (see links www.ngopulse.org) • Guide to the Non Profit Act: http://www.npc.org.za/faq.html • The International Centre for Not-for-Profit Law (South African resources link): http://www.icnl.org/ knowledge/library/showRecords.php?country=South+Africa • MDG Africa Summary: http://www.mdgafrica.org/pdf/MDG%20Africa%20Steering%20Group%20 Recommendations%20-%20English%20-%20LowRes.pdf • MDG Gap Report 2008: http://www.undp.org/mdg/MDG-GAP-TF-Report.pdf • Directory of Development Organisations (Resource Guide to development organisations & the internet): http://www.devdir.org/index.html • Non profit expert.com: In strategic partnership with diversified non profit services. The Development Gateway puts the Internet to work for developing countries. It provides innovative Internet solutions for effective aid and e-government – increasing access to critical information, building local capacity and bringing partners together for positive change http://www. nonprofitexpert.com/countries/south%20africa.htm • An academic paper on the question of what is an NGO: http://www.staff.city.ac.uk/p.willetts/CSNTWKS/NGO-ART.HTM#Part10 • Defining the Non Profit Sector: Ghana http://www.jhu.edu/~ccss/publications/cnpwork/ • NGO Research Guide, African NGOs (sorted by country): http://library.duke.edu/research/subject/ guides/ngo_guide/ngo_links/africa.html • NGO research guide, list of NGO activities: http://library.duke.edu/research/subject/guides/ngo_ guide/ngo_activities.html • Directory of African NGOs, Third Edition: http://www.un.org/africa/osaa/ngodirectory/ • West African NGO Network: http://www.wangonet.org/ • A Toolkit for African NGOs Document 3914_3917 http://www.fern.org/media/documents/ document_3914_3917.pdf • List of African Countries and dependencies: http://en.wikipedia.org/wiki/List_of_African_countries • NGO Guide: An NGO Training Guide for Peace Corps Volunteers - The Roles of NGOs in Civil Society: http://www.peacecorps.gov/multimedia/pdf/library/M0070_all.pdf

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