NPOs should have websites through which they raise awareness about their work to the donors, beneficiaries and other relevant stakeholders. SANGONeT - while updating the Prodder NGO Directory – discovered that most South African NPOs do not own a website. While NPOs continue to work towards improving people’s lives for the better, their absence in the online space means that their ability to raise awareness about their work remains limited. Also, the significance of the reach of Internet means that the need for NPOs to utilise a website as a communication tool, becomes imperative.

In line with the above, SANGONeT intends on developing and hosting interactive websites for NPOs in Southern Africa. We will also empower these organisations to maintain the websites as part of the package. Do you think this is a feasible idea for NPOs?

Tell us what you think.

Please send your suggestions to

Sabbaticals are commonly seen as an employment perk in the academic world, but sabbaticals are gaining ground in the social service sector, as way to help both the nonprofit leaders and the organisation experience revitalisation and reinvigoration. There is a cluster of funders who are committed to the art of talent-focused grant making as a dynamic and innovative opportunity for growth and renewal of present and potential leadership, as well as that of the organisation.

The Practice of providing Civil Society Organisations Leaders the opportunity to step away from their organisations, on a sabbatical period is also known as creative disruption. On the part of the leader the sense of disruption can spark creativity, new perspectives on leadership, job longevity, greater confidence, and better relationships with staff, board and community as well as a new vision.

For the organisation the creative disruption can lead to improved governance, sharing of leadership and succession planning, as well as the organisation developing a new appreciation for their staff’s abilities. Leadership Sabbaticals can support the survival and performance of the organisation in a period that is characterised by the discontinuity of many nonprofits.

When it’s time to change trajectory? The stagnation of leaders and organisations decreases organisational effectiveness, negatively impacting on the population the organisations serves. The stagnation of leadership and organisations stifle the organisational culture, development, and progress and retards the ability of organisational and personal/professional growth. These organisations reflects limited innovation and disengaged employees. The routine and procedures of survival eclipse inquisitiveness and enablement. Stagnation in organisations happens when leaders become satisfied with the status quo or they are unable to impact on the status quo. Leaders can plateau, maintaining rather than developing, or moving forward. Many leaders are, due to various circumstances strong leaders – but are they inspiring leaders?

 Revitalising inspiring Leaders

Great nonprofit organisations are driven by dedicated, passionate directors. These leaders give tirelessly of themselves to further the missions of their organisations. They inspire their boards, their staff, and the communities they serve.

You ensure inspiring and passionate leadership by revitalising your leader and developing or strengthening the leadership capacity throughout the organisation. The present Leadership should buy into the concept that leadership is ultimately about developing leaders. If they do this they practice true leadership – their impact is not limited to what they do when they are in the organisation, but what lasting impact they leave, through leaders they have developed - after they have gone. On the longer term the organisation benefits from a more innovative and sustainable leadership that has been developed across various levels of the organisation – from the leader, to the second line leadership to the Board of Management. If you revitalise the leadership on all levels, support and develop people within the organisation to meet ongoing and future needs, you will ensure support for the direction of the organisation. The Organisation, and leaders/management on all levels need support to prepare and handle the possible new order of things and be willing and able to welcome organisational change. Their emotional intelligence regarding aspects of self-awareness, self-management, social awareness, and relationship management will be enhanced and they will lead the organisation to reach and exceeds its purpose

Pauline Roux is Managing Partner at the Organisational Puzzle

Following the deregistration of thousands of non-profit organisations (NPOs) for non-compliance with the NPO Act (Act No.71 of 1997) towards the end of 2012, the Department of Social Development has spent R2.5 million on an awareness and educational campaign aimed at helping NPOs improve their compliance.

NPOs registered with the Department of Social Development are required in terms of the NPO Act to submit their annual reports (narrative and financial reports) to the Department. This applies to all NPOs registered under the NPO Act, whether funded or unfunded.

Currently, there are 140 513 registered NPOs and 87 565 (about 62 percent) of these are not compliant with the provisions of the NPO Act.

Due to this high rate of non-compliance by NPOs, the Minister of Social Development, Bathabile Dlamini, has put a moratorium on the deregistration of NPOs, in the process re-registering all NPOs deregistered in 2012.This is in an effort to encourage compliance by NPOs and adopting a developmental approach in addressing the administrative matters relating compliance.

Minister Dlamini announced that there would be no de-registration of NPOs until she has satisfied herself that the Department has done all it can to assist NPOs with compliance. During her Public Participation Programmes (Izimbizo and community dialogues), South Africans have raised concerns about the process of compliance stating that it is misunderstood, expensive and cumbersome.

The awareness raising campaign was therefore rolled out nationally to assist NPOs with compliance and increase access by NPOs to the Department’s NPO officials for direct, face-to-face service.  To underline her serious intention on this matter, Minister Dlamini has also declared this year as the year of the NPOs.

Through the awareness campaign so far, the Department has registered 1 415 NPOs, received 1 973 outstanding annual reports, as well as responded to 2 593 compliance status inquiries by NPOs.

Thus far, the campaign has gone to Gauteng (Emfuleni, Lesedi, Midvaal and Vereeniging municipalities), Limpopo (Elias Motsoaledi, Makhuduthamaga and Fetakgomo municipalities), Eastern Cape (Bizana municipality), Western Cape (Kyamnandi, Mooiwater, Kylermore, Cloetesville and Klaapmans municipalities) and Mpumalanga (Bushbuckridge and Nkomazi municipalities).

The response from the NPOs has been great with most of them expressing their appreciation of the effort the Department is making to help them comply and stay in business. The NPO Directorate has also been invited by various municipalities to bring the campaign to their localities, and the awareness campaign will be an ongoing practice.

NPOs can visit to submit their annual reports or they can call 012 312 7036 or 012 312 7794. A list of non-compliant NPOs is available on the Department’s website and is updated monthly.


For more information contact:

Lumka Oliphant
Mobile: 083 484 8067

For more about the Department of Social Development, refer to

The Nelson Mandela Foundation has announced Mandela Day 2015, urging the public to register their actions on

“Nelson Mandela’s legacy has created the opportunity for us to achieve a bright future,” commented Sello Hatang, chief executive of the Nelson Mandela Foundation. “Madiba aptly said: “What counts in life is not the mere fact that we have lived. It is what difference we have made to the lives of others that will determine the significance of the life we lead.”

It was Nelson Mandela’s humble humanitarian philosophy and how he sought to live it every day that made him one of the most inspiring leaders in the world - free yourself, free others and serve every day.
Madiba believed that every person has the ability to change the world for the better, no matter how big or small their contribution. In his twilight years, he encouraged all of us to carry his life’s work forward when he famously said: “It is in your hands now …”

In honouring Madiba’s legacy, the Nelson Mandela Foundation asks that you create or join an action on the Mandela Day website, share your story with the world, and help inspire global change. 

The hashtags for Mandela Day are #Time2Serve and #MandelaDay. The website has all the resources you need to choose a meaningful action in memory of Nelson Mandela.

For more about the Nelson Mandela Foundation, refer to

Food Price inflation for working class households up 6.5 percent since January 2015
The May 2015 statement provides a snapshot of the trends in food price inflation since January 2015. Over the last five months, the cost of the total Pietermaritzburg Agency for Community Social Action (PACSA) food basket increased by 6.5 percent or R101.95 from R1568.25 in January 2015 to R1 670.20 in May 2015. The core drivers of inflation on the PACSA food basket were the starches (increased by 7.8 percent), animal proteins (increased by 7.1 percent), vegetables (increased by 11 percent) and sugar (increased by 8.7 percent). All four of these groups increased by levels significantly higher than Consumer Price Index (CPI) headline inflation – which averaged 4.3 percent over the last five months; as well as above the CPI indicator for food and non-alcoholic beverages, which averaged 5.7 percent over the last five months. 
The high levels of inflation on the starchy foods are of concern because households prioritise the purchase of starches before any other category of food. High prices on the starches means that fewer monies are available to secure a diversity of food required for good health and well-being. The impact of this is serious and manifests itself in the inability to resist common illnesses and infections, limits growth and development of particularly children’s muscle and cognitive capacity and means that workers fatigue more quickly and get sick more often. We are further noticing that for a growing number of households; the possibility of securing a diverse variety of foods has long been abandoned because the burden of affordability has become overwhelming. It is for these households for whom starches form almost the entirety of the daily meal, that high inflation on the starches erodes even the ability to secure energy and keep hunger at bay. The price of a 25 kilograms bag of maize meal, the staple food for the majority of South Africans, increased for the fifth consecutive month, to a total of 15 percent or R22.17 between January 2015 and May 2015 from R147.82 to R169.99. The prices of white and brown bread increased by 6.1 percent (an increase of R0.64 per loaf to R11.02) and 5.9 percent (an increase of R0.55 per loaf to R9.92) respectively.
The PACSA food basket is made up of 8 different food categories.  The food price inflation on these categories from January 2015 to May 2015 is presented below:
  • Starches: Increased by 7.8 percent (R35.65) from R455.32 to R490.97;
  • Sugar: Increased by 8.7 percent (R8.65) from R99.65 to R108.30;
  • Dry beans, canned beans: Increased by 1.1 percent (R1.09) from R95.77 to R96.86;
  • Fat, oil: Increased by 3.7 percent (R3.52) from R96.12 to R99.64;
  • Milk, maas: Increased by 1.4 percent (R0.74) from R51.73 to R52.47;
  • Meat, eggs, fish: Increased by 7.1 percent (R33.10) from R463.96 to R497.06;
  • Vegetables: Increased by 11 percent (R17.81) from R161.93 to R179.74; and
  • Miscellaneous: Increased by 1 percent (R1.40) from R143.77 to R145.17.

 This increase in the cost of a basket of food has to be considered against the context of a deepening affordability crisis. Most households are under immense financial strain with 86 percent of South Africans in debt. The high levels of indebtedness are being driven by the situation whereby the majority of our workers earning salaries and unemployed caregivers or aged persons receiving grants do not earn enough to support their families. The average minimum wage set across sectoral determinations for 2014 was in the region of just R2362.36 per month - for a household of four people this provides R590.50 per person per month - below the upper bound poverty line of R779 a month. The R10 (3.1 percent) increase on a Child Support Grant and R60 (4.4 percent) increase on an old age pension granted by Treasury in February 2015 has already been overrun by high levels of food price inflation. Public sector workers only received a 7 percent increase in their salaries. The household debt to income ratio means that for every R100 income, R78 goes to repay debt and only R22 is left to buy food, public and municipal services. Our unemployment statistics for the 1st Quarter of 2015 are at 26.3 percent, the highest levels since 2003. The majority of South African households live on wages that are too low to absorb rising increases in food, electricity and transport and therefore remove the possibility of living at a level of basic dignity. That the dreams which shaped the Freedom Charter at Kliptown on 26 June 1955 have not been realised is an indictment for a mother who is now forced into the shame of having to tamper with her electricity because she cannot afford to feed her family or keep them warm.
Appendix 1: Notes and References for Table 6

Total household income
We have selected 5 total household income scenarios:
Household A:  R1 410 = 1 old-age pension (National Treasury, 2014.  Budget Speech: 13).
Household B:  R2 362 = the average minimum wage set by the Employment Conditions Commission across sectoral determinations for 2014 was R2362.36.
Household C:  R3 200 was selected because 60 percent (98 680) of all Pietermaritzburg households earn between zero and R3200 a month (STATSSA, Census 2011).  This total household income figure provides for 1 employed member receiving minimum wages (earning R1200 – R2000 a month, see URL with the additional income found by unemployed members through alternative and insecure means.
Household D:  R4 660 is the average monthly consumption expenditure for Black South African Households (STATSSA, 2012).
Household E:  R8 000 is where we think the national minimum wage should be located if households are to have the possibility of accessing a basic level of dignity.
Burial insurance
This figure of R200 presents basic family burial insurance costs for a low-income household registered with insurance companies which serve the low-income market (2014). Burial insurance has been included as an essential and prioritised expense because interviews with households reveal that burial insurance is typically paid before any other expense and very seldom defaulted as a mechanism to ensure food is secured. 
Electricity and water
The electricity cost is calculated on 350kWh per month. This is the average consumption for low-income households in Pietermaritzburg. We use the prepaid electricity tariff of R1.3301 per kWh because prepaid meters are installed in the homes of low-income households. The 2014/15 rand value is R465.54 per month (excluding transport and time costs of buying tokens). Households on prepaid meters in Pietermaritzburg are excluded from accessing free basic electricity.
The water expense is calculated on a fixed monthly charge for a non-metered household.  This is a typical scenario for low-income households living in RDP housing in Pietermaritzburg. The 2014/15 charges on an unmetered water supply is R76.20 per month (includes VAT). The figure in the table is the sum of electricity and water.
Transport costs
The transport cost is calculated for a household living outside the CBD, given that apartheid geography has not changed and low-income Black African households still live outside the CBD and far from places of work.  It is calculated on 1 kombi trip at R11 or R22 return (Pietermaritzburg kombi charges, July 2014).  The R660 is calculated as follows:
20 trips to work [20 X R22 = R440] + 5 trips to town for work/study /shopping/church etc. [5 X R22 = R110] + 1 long distance trip (we use Durban as the destination) [1 X R110].
This figure has been derived from a focus group, it has its basis in the experience of women with children; it provides the possibility for stationery (± R500 per annum); Carlton paper and toilet paper (R50 once or twice a year); School fees (± R250 once or twice a year); School computer access (± R100 a month); contribution to transport costs.
Communication and media
This figure is arbitrary; it provides R150 per household per month - for newspapers, airtime, photocopying, etc.
Clothing and footwear
This figure is arbitrary; it provides roughly R1 000 each for each member in a family of five. The annual figure of R5 000 is divided by 12 months to give R416.66 per household per month. Note that for children, the R1 000 allocated may cover school clothes and shoes for a year but will exclude other clothes worn at home.
Domestic and household hygiene products
This figure presents the monthly price of personal and domestic hygiene products tracked through PACSA’s barometer. This data and the products tracked were reweighted from October 2014. The new weights are based on conversations held with women, conducted from June-August 2014. Personal hygiene products tracked include:  toilet paper [1ply x 20 rolls], bath soap [200g x 6], toothpaste [100ml x 3], sanitary pads [pack of 10 x 2], Vaseline [250ml x 2], face & body cream [big bottle x2], roll-on [normal x 4], spray deodorant [big sprays x2], shoe polish [100ml x1]. Domestic hygiene products tracked include:  dishwashing liquid [750ml x1], washing powder [2kg x1], green bar soap [bars x4], toilet cleaner [750ml x 1], kitchen cleaner [750ml x1] and jik [750ml x1].
Cultural obligations
This figure is arbitrary; it provides R350 per month - includes monies for contributions to funerals, weddings, religious and cultural ceremonies, and possible intra and inter family and community financial assistance.
The Pietermaritzburg Agency for Community Social Action (PACSA) is a faith-based social justice and development NGO that has been in operation since 1979. PACSA operates in the uMgungundlovu region of KwaZulu-Natal, South Africa and focusses on socio-economic rights, gender justice, youth development, livelihoods and HIV and AIDS. Our work and our practice seek to enhance human dignity. We are convinced that those who carry the brunt of the problem must be a part of the solution - at the heart of PACSA’s core strategy is the notion “nothing about us without us.”
For more about Pietermaritzburg Agency for Community Social Action, refer to


NGO Services

NGO Services