Contents Southern Africa Southern Africa Trust Organisational Strategy ... Southern Africa Development Community ... the blue economy

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  • ContentsSouthern Africa Trust Organisational Strategy2016 - 2021

    Vision:An integrated southern Africa with policies and practices that end poverty and inequality.

    Mission: To strengthen the voice and agency of poor people in regional policy processes.

    Foreword

    Value Proposition

    Our Accomplishments

    One of Our Many Success Stories

    What Have We Learnt?

    Strategy Pillars: 2016 - 2021

    Thematic Focus

    Theory Of Change

    Measuring What We Do

    Who We Work With

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    03

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    19

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  • The Trusts Mandate

    The principal objective of the Trust, as a non-profit, is to undertake activities that contribute to the reduction of poverty and inequality. These shall include activities related to public policy, official poverty reduction processes, human rights, stakeholder engagement, human and economic development, research, training, and capacity building. In delivering its mandate, the Trust will endeavour to strengthen the voice of poor people in public policy processes, to reduce poverty and inequality in Southern Africa in ways that promote regional interconnection and a regional agenda.

    The Trust works to strengthen the voice and agency of poor people in regional policy processes.

    Southern Africa Trust Corporate Strategy2016 - 2021

    Southern Africa Trust Organisational Strategy2016 - 2021

    Source: Southern Africa Trust Deed

  • Southern AfricaTrust OverviewOur Journey Our footprint

    Our Themes

    2006 - 20102011 - 2015

    MissionSupport processes to deepen and widen engagement in policy dialogue with regional impact so that the poor have an effective voice in shaping policies that overcome poverty.

    Interventions Support regional

    apex allience to insert the voices of civil society organisations into policy development

    Increased civil

    society groups participating in regional policy processes through regional policy processes through building their institutional and technical capabilities

    MissionSupport deeper and wider civil society engagement in regional policy dialogue to overcome poverty.

    Interventions Create new

    mechanisms and structure participation for civil society in regional policy processes

    Establish platforms for regional citizenry the owners of the policy issue being focused on to demand and hold government to account

    HouseholdLevel Food

    Security

    Trade &Investment

    Governancefor

    Development

    Migration& Social Security

    State ofcivil society

    Organisation

    Southern Africa Trust Organisational Strategy2016 - 2021

  • Missionto strengthen the voice and agency of poor people in regional policy processes.

    Interventions Create functional mechanisms and relationships leading to engagements

    among various actors in regional policy processes and practice. A pro-poor knowledgeable and informed policy community. Regional policies

    integrate women and youth priorities. Mobilise marginalised groupings of the poor and civil society actors to hold

    governments to account on development policy issues. Cutting edge regional policy interpreter. Ecosystems and platform builders. Supporting credible voices. Innovative income generating initiatives.

    Our Scope 2016 - 2021

    Migration & Development

    Civil Society Capability

    African Philanthropy

    Poverty & Inequality

    Trade & Industrialisation

    Human Development

    Our Journey2016-2021

    Southern Africa Trust Organisational Strategy2016 - 2021

  • Foreword Established in 2005 to respond to high levels of poverty and inequality, the Southern Africa Trust (the Trust) has navigated the ever changing and challenging socio-economic and political environments globally, as well as regionally, with a particular focus on Southern Africa. Yet it has remained steadfast in its grant making and policy dialogue-brokering functions anchored on the benefits of regional integration for the poor and marginalised. With its primary mission to widen and deepen regional integration so that policies can work for the poor, the Trust brings together the public, private and civil society sectors through a theory of change that combines evidence based advocacy, dialogue and capability enhancement of key stakeholders in the whole value chain of the policy process, including conception, formulation and adoption. It is out of this triangle of success that real hopes of eradicating poverty are made possible. For example, in our work on the portability of social benefits in South Africa, we managed to model a winning formula on working with all stakeholders to unlock a historical challenge of unpaid benefits of more than ZAR 5.7 billion to ex-miners. Not only are Funds making payments now, but we have also gone further to work with the Southern Africa Development Community (SADC) to develop a regional model instrument for the exportability and portability of social benefits in Southern Africa. The Trust has also focused on strengthening the capacity of the Ex-Miners Association by forming a regional taskforceand whose function is to be a platform for resolving ex-miners problems.

    The Trust has indeed registered a number of concrete achievements in influencing regional policies to end poverty, but a lot still needs to be done especially at the local level in member states. It has become evident that influencing policies is not an end in itself; it is their implementation that makes a huge impact on peoples lives. A key lesson to take forward in our new strategy is that the Trusts interventions must be comprehensive to include not just infusing the voices of the affected sectors into the policy formulation but to follow through and mobilise citizens to demand for the speedy and timely implementation of regional policies at national level and impact on peoples lives by reducing poverty, closing the gap between rich and poor, addressing gender inequality, creating decent employment opportunities, access to affordable education and health; and most importantly create opportunities for innovation and entrepreneurship among others. Ultimately, people of the region are interested not just in the adoption of policies, important as this is, but intheir implementation.

    Although our support to regional civil society organisations has entailed building their capability to make meaningful contribution at various stages of the policy processes, it is now unavoidable that we also pay attention to implementation levels. In our new strategy, we are determined to support regional civil society formations in ways that are tightly linked to strengthening local efforts at the national level. Not only will we capacitate civil society formations to be players at the regional level, but we will link them to local and national policy dialogues and accountability mechanisms through an engagement mechanism that we recently developed with our partners, in particular the SADC Council of NGOs (SADC CNGO) for SADC in operationalising Article 23 and 16A of the SADC Treaty on the involvement of non-state actors in SADC processes.

    Over the past decade, we have created an enabling environment for civil society organisations, built their capacity and accompanied them in their programmatic interventions; created tools and platforms for

    the private sectors engagement in regional integration; developed and contributed to regional policies; promoted alliances and coalitions as well as built movements for accountability on poverty efforts. We have also provided high end technical assistance to SADC, including conducting research and seconding human resources for the SADC Regional Poverty Observatory. The Trust is so far the only regional organisation that makes grants of various sizes across the region and beyond to various forms of organisations with the view to ending poverty. It is also one of the few organisations that combines evidence based policy advocacy, grantmaking and capability building in addressing poverty and inequality. The Trusts successes demonstrate our organisational ability to use innovative approaches in brokering systematic change in how governments serve their citizens.

    So as we take stock of the first ten years of our existence as an organisation and thinking about our future, we proudly stand on our achievements, cognisant of the obstacles and challenges that still lie ahead. We have developed a new strategy that will serve as our compass for the next five years as we comprehensively address poverty and inequality in the Southern Africa region. We have listened to our partners, reviewed contextual developments and travelled into the future to understand how we will get there. We have reorganised ourselves externally and internally to meet the current demands and those of the future. We intend remaining a leading catalyst in influencing policy, seeking a stronger, more credible, informed, and organised civil society that is not afraid to seek accountability from its governments and policy makers.

    We also aim at catalysing the advantages of public-private civil society collaborations through what we call ecosystems and platforms in our new strategy. The next five years will see us consolidate our research agenda and making sure that knowledge is instrumental in the eradication of poverty and various forms of inequalities. We will be the hub to go to for policy and regional integration knowledge and its application. We will further strengthen existing and build new platforms of engagement in the policy processes in Southern Africa, including strengthening the whole environment under which these are developed. We will, therefore, pay a lot of attention to the ecosystems in which platforms are developed both at the regional and national levels. Here we will strengthen the relationship and collaborations between the public, private and civil society sectors for effective implementation of policies that in turn will contribute to the eradication of poverty and inequality. We will also build movements of accountability and credible voices. Without a critical mass of demand for the implementation of policies as well as accountable institutions, it is easy for the status quo to proceed as it is. Here we will work with social movements, informal groupings, youth movements, faith associations and other forms of mobilisation by strengthening their capabilities to not just have their voices heard and reflected in policies, but to also make sure policies result in the change in peoples lives for the better. To achieve all of this, we will change certain aspects of our internal organisation. We will build the sustainability of our interventions by venturing more acutely into developing new and innovative streams of revenues and working with partners more closely to build ownership of our mission. We will invest in our people both internally and externally. We will also expand our reach and effectiveness by harnessing the power of new technologies. We will not stretch ourselves too thin instead we will focus on key regional integration areas such as 1. Trade & industrialisation, 2. Poverty, inequality & development, 3. Business development & integration, 4.Civil society & mechanisms for engagement, 5. Migration & development, 6. Gender, 7. Philanthropy.

    Southern Africa Trust Organisational Strategy2016 - 2021

    01

  • Executive Director Dr Bhekinkosi Moyo

    I want to thank our partners for their contribution to the development of this strategy. Equally, I wish to invite all our partners and friends to travel with us as we begin a new phase in the life of the Trust. We will be dedicating a lot of time in the next months disseminating the core pillars of the strategy. Our hope is that our strategy becomes your strategy too as we all are working on the vexing challenges of our time-poverty and inequality. Our development partners remain supportive during this process. I also want to thank Trustees of the Southern Africa Trust for their dedication and guidance in the process. Our staff endured the painful process of change and accepting it. I can only say that every day is a struggle towards perfection and that perfection for us is the eradication of poverty and addressing the alarming high levels of inequality in the region. Our strategy is a compass and at various moments of its life, we will make sure we review and keep it relevant.

    Our new strategy is about celebrating the fortunes of Africans-a move away from focusing exclusively on poverty and its negative representations. In this regard, we have chosen bright colours as well as emphasized the domination of blue to signal the next driver of economic growth - the blue economy.

    Southern Africa Trust Organisational Strategy2016 - 2021

    02

  • Southern Africa Trust Organisational Strategy2016 - 2021 Our Value

    Proposition

    Regional Grant Maker and Re-granting Facility (various sizes of grants to many sectors across countries to different types of organisations.

    Evidence based Policy Advocacy and Capability Builder for non-state and intergovernmental institutions for pro-poor policy.

    The Southern Africa Trust has a concerted focus on providing value for our partnerships. Below are some of the key drivers of the value we provide.

    Broker of systemic change through innovative approaches.

    Convener of dialogues for policy influence.

    Creator of alliances, networks and coalitions in policy influence.

    Builder of public-private-civil society collaborations.

    Promoter of African philanthropy initiatives for sustaining the civil society sector.

    Knowledge hub and interpreter of regional policy space.

    03

  • Our Accomplishments

    Knowledge Products SADC Regional Agricultural Policy (RAP) - Opportunities for

    Smallholder Farmers Regional Research Portability of Social Security Benefits:

    Challenges experienced by former mineworkers in accessing social security benefits in selected southern African countries

    Regional Research for a SADC Cross Border Portability Instrument Inclusive Business in the Region of SADC Small Business Development in Connection with the Concept of

    inclusive Business Research for a new SADC mechanism of engagement with Non-

    State Actors Sizing the Field - Frameworks for A New Narrative of African

    Philanthropy Philanthropy and Resource Governance: Philanthropy and illicit financial flows: options for African

    philanthropy to support

    Southern Africa Trust Organisational Strategy2016 - 2021

    Since 2011, the Trust invested in five focus areas. These are:

    1) Learning for better poverty reduction results

    Through this programme we addressed knowledge gaps in policy and governance, and provided insights and evidence based research on issues that tackle poverty, in all its forms, in the region.

    Our notable successes include high level in-depth research reports that offer invaluable insight into governance for development, migration and social protection, food security and livelihood, trade and the state of civil society in Southern Africa.

    CNGO to develop a regional engagement mechanism that will facilitate the involvement of non-state actors in SADC processes and its regional age...

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