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  • Labour Court Ruling a Victory for Equality - NGO

    The FW de Klerk Foundation states that the ruling that it is unfair for the Department of Correctional Services to only use national demographics in implementing affirmative action targets is a victory for equality.
     
    The foundation believes that the way the Employment Equity Act sought equality through demographic representation fell short of the constitutional values of non-racialism.
     
    The foundation was responding to the ruling by the Labour Court in Cape Town that the department should take immediate steps to take both national and regional demographics into account when setting equity targets.
     
    To read the article titled, “De Klerk Foundation welcomes labour ruling,” click here.

    Source: 
    News 24
  • Parliament Slams Reaction to e-Tolls

    Parliament's transport portfolio committee on transport says Congress of South African Trade Unions (COSATU) and Opposition to Urban Tolling Alliance’s (OUTA) call for motorists not to pay for e-tolls in Gauteng defies the Constitution.
     
    The committee has urged both e-tolling critics to demonstrate their respect for the law by accepting the decision made by the courts.
     
    "The committee is concerned that these two organisations are encouraging citizens not to abide by an Act of Parliament and thus defy the Constitution of the country," states Ruth Bhengu, committee chairperson.
     
    To read the article titled, “Parliamentary committee condemns Outa, COSATU's e-tolls reaction”, click here.

    Source: 
    Mail and Guardian
  • Hard Times Builds Character

    Like it or not, hard times are good for you. The old truth that it builds character, is as valid today as it was years ago when our grandparents told us so. When I think back to the times when I was under pressure, to pass examinations, to submit reports on time, to make plans for the survival of Abraham Kriel Childcare, I experienced both pain and growth. I did not experience unhappiness.

    Abraham Kriel Childcare is currently going through a tough period. The situation has forced us to look critically at what we do and how we do it.

    In the end, this will help to turn us into a leaner and more effective organisation. It has not brought unhappiness or devalued our services to children and youth. It is astounding how one’s way forward becomes clear one step at a time in periods of great difficulty. As Christians, we believe that God is in control and that we can trust in his guidance. We also laugh and cry and think and pray harder. And we learn to appreciate and celebrate every blessing. One of the things we are proud of is the ‘Integrated Report’ that Abraham Kriel Childcare managed to prepare and submit for the first time this year. Let us know if you would like one or view it on our website. Another highlight is the savings we managed to effect on the consumption of scarce resources, specifically water and electricity. 

    It is a time of serious concern, particularly about the Abraham Kriel Family Care programme in Westbury, which is at risk due to a lack of funding. Despite this, we feel incredibly privileged to be instrumental in demonstrating God’s love to every child or young adult that benefit from the services we provide. When we really look at the people we serve, we can see that we have brought a little bit of heaven into their lives, because they can experience God’s love through our actions.

    To our donors, friends and all those who pray for our work, please share this joy as you too brought it about. May God bless you all with the true happiness of bringing His love to those most in need of it.

  • Six Steps to Surviving 2013

    2012 has been a tough year for civil society. Those funding cuts that we’d been warned of since the crash in 2008, were keenly felt. The President's Emergency Plan For AIDS Relief (PEPFAR) wrapped up its second five year programme, the Europeans curtailed their investments, the United Kingdom Department of International Development (DIFID) restructured. The retraction in international funding was exacerbated by instability in local funding as the National Lottery in trying to get its house in order, struggled to deliver on its grant mandate. Government too continued to frustrate rather than support, being slow to pay and with large underspends on its welfare budgets. Business plodded along, on hold as it waited for the new BBBEE Draft Codes to be published.

    The result is that the country may not be in recession, but it feels as if the non-profit sector is. The reality of this picture was brought to life by a recent survey by consultancy Greater Good, which interviewed over 600-plus organisations. Eighty percent of those surveyed have lost significant funding this past year, 20 percent have enough money to last another month, 17 percent have no operating cash at all. Published late last year, the report confirms my instincts - that the tough times are real, and life for civil society isn’t going to improve in the near future.

    But I’ve had a forced rethink, after attending the ‘Looking Back, Looking Forward’ forum at GIBS, which hosted visionaries whose crystal balls are a whole lot more informed than mine, strategist, Clem Sunter, constitutional expert, Roelf Meyer, City Press editor, Ferial Haffajee, civil society’s Neville Gabrielle, economist, Adrian Saville and Rand Merchant Bank Chair, Sizwe Nxasana.

    Hosted at the business school - the home of sharp suits, expensive cars and lengthy debates on profit and loss, the forum took an a-typical turn when the panel from their various areas of expertise agreed that the area of positive growth for 2013 wasn’t financial services, or mining, or media.

    But civil society.

    This is exciting, as it means that the work being done in social development is finally integrating into mainstream thinking. The commentary was fascinating: that civil society’s cross cultural mobilisation of citizenry is connecting people more than anything (think of anti-toll group, OUTA). That the nonprofit sector is where real change lies - for employment, skills development, entrepreneurship and of course, social development. That government and business have to engage if they want to move forward and civil society is the key to that action.

    To hear development debates making their way onto business school panels marks a significant change in thinking. It is an opportunity we cannot miss.

    Although I believe that 2013 will be tougher than 2012, I am heartened by the way the work of nonprofits and activists is being viewed. Jim Collins writes about the importance of gaining momentum to achieve change. I like to think that the years of consistent and persistent pushing are starting to gain traction. We don’t have momentum yet, but we’re starting to see the extra spin. And that’s heartening.

    So rather than predictions for 2013, I have written instead a few survival tips to ensure that your organisation comes out fitter, stronger and more focused by 2014.

    These six steps to surviving 2013 create a well-connected approach that will strengthen your relevance and contribution to social development, creating a solid foundation for the more stable years that sit tantalisingly close on the 2014 horizon.

    1. Look beyond the of jobs jobs jobs mantra

    Jobs. Jobs. Jobs. It was the mantra of 2012 which resulted in a flurry of activity because it came with access to sizeable sums of money, and is a neatly measurable indicator.

    I hope that we have learnt from the HIV-years, when everyone ended up with an HIV project regardless of whether it was relevant to their work or not. And in chasing the easy funding, non-profits neglected the local options which is part of why we’re facing financial difficulties today.

    My advice for 2013 is then let’s not focus on jobs, but rather on the more sustainable approach of building business. It’s the entrepreneurs who will create work for those in their communities. We have to move away from the thinking that institutions will create more work. They won’t – the financial pressure that we are already under means that many of us are cutting not creating employment. So it is common sense to think away from the traditional institutional framework. We need to broaden the base of people in employment. We need to focus on improving the systems they work in. And we need to make instill a strong sense of social focus in our entrepreneurship, so that they are a contact point of positive development.

    For more on this, refer to www.ngopulse.org/article/milking-profits-tale-cows-kenya.

    2. Accountability – getting our house in order

    With 80 percent of nonprofits not submitting their annual financial statements and narrative reports to the Department of Social Development, we have no foundation for criticising the other sectors of democracy, business and government.

    2013 must be a year where nonprofits commit to Codes of Good Practice and then follow them.

    Only with an accountable, robust civil society can we attain the moral high ground and hold others to account.

    Business and government are making concerted efforts to improve their accountability as evidenced in King III, and the work of the Public Protector, Auditor-General and legislative framework of the Public Finance Management Act.

    We cannot afford to cruise along with a misplaced arrogance that because we do good, we are good.

    If anyone is to survive 2013, accountability and transparency has to be central to their ethos.

    For more on this, refer to www.ngopulse.org/article/herculean-task-good-governance.

    3.Monitoring and Evaluation

    If you don’t have monitoring and evaluation in place, 2013 is your year to get it going.
    If you fail to get basic measurement in place, chances are your organisation will be obsolete by 2015.

    Not only is measurement an important part of being more accountable, but it enables nonprofit leaders can challenge their assumptions of what works and what doesn’t.

    I believe that as we all focus on monitoring and evaluation, partnerships will become easier to manage leading to a natural consolidation in the sector. When you realise your areas of expertise you begin to share knowledge and so begins a positive cycle that leads to improved more professional services.   

    For more on this, refer to www.ngopulse.org/article/completing-circle-some-thoughts-why-measurement....

    4. From Programmes to Activism

    There is a growing voice that is calling for a move away from programme funding to donor support of activism and rights-based movements. The argument is that civil society’s role is not to provide services that government should be delivering (e.g. like HIV care), but rather to hold government to account to provide these services.

    It’s a good argument, and even better because it is rattling our rather traditional approach to development. I think that 2013 will see more money being available in building accountability and growing the rights-driven voice of civil society. The success of SECTION27, the Right2Know Campaign, even the Opposition To Urban Tolling Alliance (OUTA) in Gauteng, adds credence to this movement. This is moving the flywheel significantly and I like it.  Watch out for more activism in 2013 and even more for 2014.

    5. Rise of the CBO
    .
    We can’t keep ignoring community-based organisations (CBO). Just because they don’t have the institutional structures that our funding models demand, doesn’t mean that they are irrelevant. We cannot continue channeling funding for communities via national organisations just because they comply structurally to the needs of the donor.

    I would like to see a concerted effort by the larger nonprofits to bring in CBOs, and to help them build up their institutional structures, securing accreditation, developing financial statements and creating annual narratives.

    I think that national organisations will find that the role they can play as mentor and guide is part of their survival strategy as it is through the CBOs that they will maintain their relevance.

    6. Making Profits out of Nonprofits

    A key survival strategy for 2013 is to grow the profit base of your nonprofit. Usually a sacrilegious word in social organisations it is important that we start to professionalise the work that we do by increasing the surplus of funding. And this doesn’t mean going out to raise more grant funding, but rather taking a longer term view on what type of funding you need to survive. Research by the Stanford Innovation Review shows that America’s top nonprofits have funding stability as their common denominator. This is difficult in South Africa where government and donor funding is erratic. But what must happen is a focus on building a surplus into the organisation, by doing what you do well. Whether that funding stream is grant, or entrepreneurial it must be a surplus and it must provide the type of funds that you need to grow.

  • A Matter of Trust

    A case study of the Children’s Hospital Trust’s fundraising success
     
    The Children’s Hospital Trust (the Trust) is widely considered to be one of the most successful fundraising organisations in South Africa, having raised over R420 million for the Red Cross War Memorial Children’s Hospital and Paediatric Healthcare in the Western Cape since its inception in 1994.
     
    A Matter of Trust is a compelling case study based on the experience gained and the lessons learned by the Trust translated into best practice within the arena of fundraising. The book is a beneficial read for any professional working in the philanthropic sector in South Africa and elsewhere in Africa.
     
    A Matter of Trust details the challenges that the Trust has faced, as well as opportunities that the Trust has created through strategic and innovative methods. In describing the Trust’s ethos, strategies and protocols, the case study is a useful ‘how to’ guide for nonprofit organisations to operate effectively and grow in the current socio-political environment while building a successful brand.
     
    The book outlines critical elements that every nonprofit organisation should embrace in order to gain competitive advantage. These include engaging, consulting and relationship building with key stakeholders and funders, as well as building and maintaining a reputation for excellence and integrity in order to engender a significant amount of positive public sentiment and support.
     
    The unique and practical publication showcases two of the Trust’s most successful fundraising campaigns and highlights the factors that have contributed to this success in such a way that similar organisations can transfer these principles to projects and campaigns they are embarking upon. In telling the story of the Children’s Hospital Trust’s formation and of its consequent success, A Matter of Trust endeavours to contribute to the growing spirit of philanthropy in the country and to demonstrate the gains made in paediatric healthcare in the region.
     
    Who should read this book?
     
    Anyone who is interested in effective fundraising and is motivated to strengthen the non-profit sector, particularly:

    • Nonprofit leaders seeking insight into principles that can ensure greater success for their organisations;
    • Donors and philanthropists who require a framework from which charitable organisations can be assessed to determine viability and sustainability;
    • Business leaders who wish to ensure that their companies are good corporate citizens through working with effective nonprofits; and
    • Students and academics who are eager to learn more about the non-profit sector and the inner workings of a non-profit organisation.
    To purchase a copy contact:
     
    The Children’s Hospital Trust
    Fundraiser for the Red Cross War Memorial Children’s Hospital & Paediatric Healthcare in the Western Cape
    Tel: 021 686 7860
    Fax: 021 686 7861
    E-mail: cht@chtrust.org.za
     
    Facebook: www.facebook.com/childrenshospitaltrust
     
    Twitter: @chtrust1
     
    For more about the Children’s Hospital Trust, refer to www.childrenshospitaltrust.org.za.

  • NGOs in South Africa - We Deserve Better

    In the past few weeks the role of NGOs in South Africa received much attention. Various events and initiatives focussed on the funding challenges facing the sector, the need for improved governance, the relationship with government, the involvement of civil society in deepening our democracy, and the broader role and relevance of the sector in relation to various challenges facing South Africa.

    Key examples in this regard include "People’s Power, People’s Parliament: A Civil Society Conference on South Africa’s Legislatures" which was held from 13-15 August 2012 in Cape Town, the launch of the "Voluntary Code of Governance and Values for Nonprofits in South Africa", the release of a report on “Critical Perspectives on the Sustainability of the South African Civil Society Sector”, and the National NPO Summit that was hosted by the National Department of Social Development from 15-17 August 2012 in Johannesburg.

    It is no secret that many NGOs are confronted with serious financial and capacity challenges. Many have already closed down or had to scale back their activities. At the same time, South Africa is faced with overwhelming development challenges – education, health, poverty, etc. Increasingly, government departments and agencies are incapable of responding to these challenges – lack of capacity and leadership, corruption, etc., resulting in slow or no service delivery, and an alarming increase in social unrest in many parts of the country.

    Finding solutions to these challenges will require the unique contributions of all development stakeholders throughout the country, driven by a common vision as captured in the National Development Plan 2030.

    However, what is of great concern is the lack of meaningful support by government and others for the work of NGOs, and the conflicting views of people in government about the role of NGOs in South Africa.

    Given the size of the NGO sector, and the broad scope of NGOs’ services and activities, it is a common fact that NGOs more often than not are the ones that fill the “delivery gap” in our society. Where else can people turn to for assistance and support regarding basic social needs? But if NGOs continue to close their doors or serve less people because of funding constraints, what will be the long-term consequences for many South Africans? What will happen to abused women in Cape Town if Rape Crisis closes down or why are organisations such as Project Literacy not getting more support given the adult basic education challenges facing millions of adult South Africans? Furthermore, what will happen to advocacy work and keeping government accountable if NGOs such as Treatment Action Campaign, Section 27 or the Right2Know Campaign don’t secure enough external support for their work? Whose interest will it serve if any of these organisations disappear from the scene?

    The bottom-line is – why are NGOs not receiving more support and recognition for the role they play in South Africa?

    President Zuma made a number of very encouraging remarks about NGOs at the recent NPO Summit. Media headlines in this regard included “Zuma unhappy over lack of financial support for NGO's”, “President Zuma praises non-profit orgs for sterling work”, and “NPOs remain indispensable partner for government: Zuma”. He even stated that the “doors and windows” of government must be permanently open for NGOs given their role in support of the poor in society.

    But these comments are not consistent with the experiences of many NGOs when dealing with government departments and agencies. Even those agencies mentioned in the President’s speech – the National Lotteries Board and National Development Agency – have a problematic history and track record in terms of their relationship with NGOs. Recent comments by Higher Education Minister Blade Nzimande that some NGOs are part of an "ideological third force" are also not helpful in strengthening cooperation between NGOs and government.

    So, what happens next? How do we ensure that the role of NGOs is properly acknowledged and supported in future? Finding answers to these questions are not simple, but also not impossible.

    The recent focus on the NGO sector as highlighted above is definitely encouraging. It is in everyone’s interest if we know more about the internal and external challenges facing the sector, if the sector takes more responsibility for its governance practices, if more issues about the sector are discussed in national fora such as the NPO Summit and if the President of the country repeats his recent comments about NGOs on a regular basis.

    But more needs to be done. NGOs have a critical role to play in this regard through the relevance and impact of their work. But government – on all three tiers and through its associated agencies – has an obligation to utilise the skills and experience of NGOs in confronting the development challenges facing our country, while also respecting the critical role of NGOs and broader civil society in deepening our democracy.

    If government fails to act accordingly, the President’s comments will be seen as more empty promises, development efforts will be further delayed, and more people will be frustrated with the lack of service delivery.

    Sadly, more NGOs will also close down.

  • Lotto Funding Crisis: Struggle to Hold NLB Accountable

    The frustrations experienced by non-governmental organisations (NGOs) when applying for lotto funding came under spotlight when a group of NGOs marched to the National Lotteries Board (NLB) offices on 27 January 2012 in Pretoria.

    The march highlighted NGOs’ concerns regarding the Lotto which are well-documented in a study undertaken by the Funding Practice Alliance, the class action to the Western Cape High Court and other related issues.

    Shelagh Gastrow of Inyathelo - The South African Institute for Advancement argues that the march highlighted the growing national anger over the way the NLB distributes public funds. Gastrow slammed the NLB for its “Epic failure of the board to fulfil its stated mandate to distribute funds to NGOs that make a difference to the lives of all South Africans, especially the most vulnerable.”

    The situation has also irked the fury of the opposition, Democratic Alliance, which expressed the view that there is a ‘growing trend’ where needy charities are being overlooked by the NLB in favour of African National Congress-aligned organisations. The DA also questions the way board members of distributing agencies are appointed.

    Meanwhile, government’s intention to amend the National Lotteries Act to speed up the processing of applications for funding is an encouraging step in the right direction. However, we hope that such amendments will translate in the removal of existing bottlenecks.

    Below are some of the articles previously published on NGO Pulse in relation to the Lotto issue:

    We invite NGO Pulse readers to share with us their views about the Lotto funding situation and its implications for the sustainability of many NGOs. Comments and articles should be e-mailed to editor@sangonet.org.za.

     

  • CIVICUS: ICT Manager

    CIVICUS: World Alliance for Citizen Participation
    Opportunity closing date: 
    Wednesday, April 30, 2014
    Opportunity type: 
    Employment
    CIVICUS: World Alliance for Citizen Participation is one of the leading and most diverse international civil society networks, with members and partners in more than 120 countries and a staff compliment of 35+ from over 20 countries.

    CIVICUS seeks to appoint an ICT Manager, based in Johannesburg.

    The person will lead, maintain and support ICT systems, solutions and services across the organisation.

    Through a range of programmatic activities that extend beyond crisis response, CIVICUS is determined to make positive changes across the globe. With ongoing policy development, research, lobbying and advocacy at national, regional and global level we strive to strengthen civil society and its role in governance and development worldwide. And in this key role, you’ll make sure we are working with the best possible infrastructure, systems and applications to deliver on our objectives.
    This is a one-year contract position will be offered.

    Responsibilities:
    • Provide technical ICT expertise and provide support to the ICT team and the organisation;
    • Evaluate and assess the organisation’s ICT infrastructure requirements, propose and implement appropriate solutions;
    • Evaluate and assess the organisation’s ICT software requirement, propose and implement appropriate solutions;
    • Provide a lead technical role in specified ICT projects and ensure effective management and coordination regarding such projects;
    • Take a lead role in resolving system problems;
    • Advise and lead ICT procurement requirements;
    • Maintain and implement security protocols, quality control procedures and ICT procedures;
    Requirements:
    • B.Tech degree or national diploma or equivalent in ICT;
    • Minimum of four years work experience in a similar position;
    • Project management and coordination;
    • Proficiency in report writing;
    • Strong written and oral communication skills, analytical abilities and assessment/ auditing skills and high level of English proficiency;
    • Ability to work under pressure and within tight deadlines;
    • Ability to train and mentor non IT staff;
    • The ability to solve hardware and software faults;
    • Analytical approach to problem solving;
    • Communication and liaison with service provider;
    • Network and server management.
    • In depth knowledge of trends and solutions in the Information and Communication Technology field. An awareness of emerging technological developments;
    • IT development skills specifically in database development;
    • Experience in service level agreement management;
    • Experience in staff management;
    • Legal compliance requirements experience related to ICTs use;
    • In depth knowledge of Microsoft office products;
    • Essential: In depth knowledge of and implementation experience in SharePoint.
    About you
    • Desirable: Experience and knowledge of civil society organisations
    • Preferable: Coming to us from a similar role with another NGO or membership based organisation, you’ll have a good understanding of the principles around developing and delivering advocacy and campaigns programmes, and of the tools, methodologies and information systems used to measure their effectiveness.

    Starting date: As soon as possible.

    Salary: Market related salary will be offered.

    Applications from South African and/or permanent residents are preferable. CIVICUS seeks applications from candidates with the right to work in South Africa.

    To apply, submit a CV and motivation letter (maximum of two pages) outlining why you are interested in this role and how you meet the person specification to humanresources@civicus.org.

    Please quote the source of this advertisement in your application - NGO Pulse Portal.

    Only shortlisted applicants will be contacted.

    For more about CIVICUS: World Alliance for Citizen Participation, refer to www.civicus.org.

    For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.

    ----------------------------------------------------------

    Want to reach the widest spectrum of NGO and development stakeholders in South Africa as part of your communication and outreach objectives? Learn more about how the NGO Pulse Premium Advertising Service can support your communication requirements. Visit http://goo.gl/MUCvL for more information.

  • CIVICUS: Impact and Evaluation Specialist

    CIVICUS: World Alliance for Citizen Participation
    Opportunity closing date: 
    Wednesday, April 23, 2014
    Opportunity type: 
    Employment
    CIVICUS: World Alliance for Citizen Participation is an international alliance of members and partners which constitutes an influential network of organisations at the local, national, regional and international levels, and spans the spectrum of civil society. CIVICUS has worked for nearly two decades to strengthen citizen action and civil society throughout the world, especially in areas where participatory democracy and citizens' freedom of association are threatened.  

    CIVICUS seeks an Impact and Evaluation Specialist, based in Johannesburg.

    As a leading proponent of civil society accountability and effectiveness, CIVICUS is naturally interested in our own impact on the world around us. In recent years, we have been investing in our planning, monitoring, evaluation, and reporting, but now we want an Impact and Evaluation Specialist to ensure that our efforts in these areas are world-class. This role will involve an internal and external focus, for example helping us design an organisational dashboard that will monitor how we are doing while also helping our members and partners evaluate their own work. We believe this is an exciting opportunity to nurture evidence-based learning within CIVICUS, but also help spread best practice within our global alliance. 

    Job grade: Paterson C Upper.

    Outputs: 
    • Implement and continuously improve CIVICUS’ Impact and Evaluation framework;
    • Improve and implement CIVICUS’ tools for gathering constituency feedback;
    • Design and curate an organisational dashboard that will help management and the CIVICUS Board monitor organisational health and performance;
    • Contributing to evaluating the impact of civil society strengthening initiatives (including occasional consultancies for members or partners);
    • Monitoring and evaluation of specific projects in accordance with CIVICUS’ framework and grantors specifications.
    Responsibilities: 

    Implementing all stages of impact and evaluation framework, including facilitating annual planning processes and workshops, bi-annual review processes and workshops, and keeping organisational planning and review tools up to date.
    • Implementing a monitoring framework and end-of-term evaluation to monitor and communicate the impact achieved during the 2013-2017 strategic period;
    • Ensuring that constituency feedback informs management decisions, primarily by carrying out the Annual Constituent Survey;
    • Providing the tools and training for staff to capture qualitative and complex signs of impact from CIVICUS’ work, and finding agile and imaginative ways to consolidate and communicate these signs to internal and external constituencies;
    • Leading the monitoring and evaluation of various CIVICUS projects, including the Civic Space Initiative and the Lifeline Fund;
    • Providing technical Monitoring & Evaluation (M&E) advice and support to CIVICUS as required.
    Requirements:
    • Undergraduate degree in development, social sciences, international relations, program evaluation or a related field;
    • Minimum of three three years of relevant experience working in monitoring and evaluation, civil society strengthening, international development or a related field;
    • Experience in planning, monitoring, and/or evaluating complex programs, projects or activities;
    • Experience in project management;
    • Knowledge of monitoring and evaluation tools, including developing logical frameworks, indicators and theories of change;
    • Negotiation, relationship building, analysis, presentation, facilitation, attention to detail and intercultural and interpersonal skills;
    • Strong verbal and written communication skills to diverse range of audiences;
    • Postgraduate degree is desirable.
    Starting date: As soon as possible.

    Salary range: USD$36 373 – USD$41 418 per annum depending on the level of relevant skills and experience.

    This is an initially a two-year contract position.

    To apply, submit the following to humanresources@civicus.org
    • A copy of your CV;
    • A letter explaining your interest in this post, and what skills and experience you would bring;
    • Contact details of three referees who we may contact if you are considered for this post.

    Please quote the source of this advertisement in your application - NGO Pulse Portal.

    Only shortlisted applicants will be contacted.

    For more about CIVICUS: World Alliance for Citizen Participation, refer to www.civicus.org.

    For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.

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    Want to reach the widest spectrum of NGO and development stakeholders in South Africa as part of your communication and outreach objectives? Learn more about how the NGO Pulse Premium Advertising Service can support your communication requirements. Visit http://goo.gl/MUCvL for more information. 

  • New Textbook Scandal in Limpopo

    According to Poppy Louw, Minister of Basic Education, Angie Motshekga, survived calls for her head following the 2012 textbooks saga but her department has yet again failed to keep its promise to deliver all the books schools need in time for the first term.

    In her article titled ‘New textbook scandal rocks Limpopo’, Louw points out that Solanga Milambo, a SECTION27 activist in Giyani, could not establish the exact number of pupils affected but said some schools were short of about 100 books per grade.

    SECTION27 has been closely monitoring the delivery of textbooks in the province since the 2012 debacle and has been asked by a number of schools to take the matter to court.

    To read the article titled, “New textbook scandal rocks Limpopo,” click here.

    Source: 
    Times Live
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