Building democracy in Africa

Idasa Sustainability and Capacity Report

Mission statement An African democracy institute building sustainable democratic societies in collaboration with African and global partners.
It is a registered Section 21 company in South Africa, has a functioning Board of Directors, and employs Grant Thornton as its company auditors. Idasa is a recognised public interest organisation in Africa. It maintains international links with many similar organisations through the world movement for democracy

Building democracy in Africa
Idasa Sustainability and Capacity Report

Contents
1. 2. INTRODUCTION ............................................................3 ORGANISATIONAL PROFILE ...........................................5 Brief History ..................................................................5 Corporate Orientation......................................................5 Organisation ..................................................................7 Structure ................................................................7 Strategic Toolkit.....................................................10 Size ....................................................................10 Financial Strength..................................................10 Probity .................................................................10 Project Support .....................................................10 Capacity ....................................................................12 Project Management ..............................................12 Experience ............................................................12 Project Approach ...................................................12 Personnel .............................................................12 Facilities ...............................................................13 Quality Assurance ..................................................13 3. ACHIEvEMENTS ..........................................................14 Civil Society, Representative Democracy and Governance ...........................................................14 Working with Government and Civil Society .....................14 Working with the Private Sector .....................................14 Capacity Building .........................................................15 Influencing Policy .........................................................15 Analysis ....................................................................16 Institutional Change Programmes ...................................16 Service Delivery Interventions ........................................16

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1. INTRODUCTION
Idasa is an African democracy institute building sustainable democratic societies in collaboration with African and global partners. Idasa’s projects adapt as the context and challenges change, but our organisation’s core skills remain: Social research and analysis, Training and public education, Coalition and network building, Political facilitation (combining advocacy, problem solving, consultancy and project management), and ƒ Performance monitoring, evaluation and information dissemination. Idasa has been incorporated as a company not having a share capital in terms of section 21 of the South African Companies Act 1973. As a non-profit institution with a very particular objective, Idasa maintains its independence and capacity through a range of diverse funding mechanisms. It has strong partnerships with many ƒ ƒ ƒ ƒ international donors from both the government and private sectors. It also has a fee-for-service component and a domestic fund-raising programme. Since the 1994 general elections in South Africa and the establishment of democratic government, it has provided services to national, provincial and local government, initiating projects at grassroots level right up to the highest tiers of government. In 1998 Idasa took the decision to expand its work across the continent and to other developing countries. Since then it has implemented projects in Nigeria, Rwanda, Angola, Zambia, Zimbabwe, Lesotho, Malawi, Mozambique, Namibia, Tanzania, Swaziland, Kenya, Ghana, Uganda, Bangladesh, Kosovo, Brazil, Argentina, Paraguay and elsewhere. The expertise, confidence and skills gained through this experience has made Idasa one of the largest and most effective ‘home grown’ nongovernment organisations on the continent.

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It is too soon to say with confidence that this will be the ‘African Century’, but the context is dynamic and full of new potential. There are great threats and there are great opportunities. With our focus on governance we see an imperative to innovate, and to do so constantly.
Richard Calland, director of Idasa’s Economic Governance Programme

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2. ORGANISATIONAL PROFILE
Brief History
Idasa was founded during a state of emergency in South Africa, a time when gross human rights violations and an extremely volatile political climate characterised a country being crippled by the then apartheid regime. Idasa endured through the national negotiation process, the founding election and later elections, during the reconstruction of the state, and into a period of normal democracy within a developing country and an integrating region. Throughout, the organisation has maintained its goal of building a sustainable South African and African democracy, based on active citizenship, democratic institutions and social justice. Our historical background, direct experience and the varied projects we have implemented over the years are evident in our knowhow teams of highly skilled personnel and networks of specialised organisations that offer high-level facilitation and problemsolving and are equipped to address the many challenges faced by various countries in need of assistance.

Corporate Orientation
Idasa was established in 1987 as a nongovernment, non-profit and non-taxable entity:

Company Registration (Section 21 of the South African Companies Act 1973) vAT Registration Domicile

1987/00079/08 452 016 8115 Kutlwanong Democracy Centre Cnr. visagie & Prinsloo Streets Pretoria 0002 South Africa

Postal Address

PO Box 56950 Arcadia 0007 South Africa

Contact

Telephone +27 12 392 0500 Facsimile +27 12 320 2414/15 Email info@idasa.org.za

Principal Officer Accounting Officer/Board Treasurer Board Secretary Bankers Auditors

Mr Paul Graham Ms Florince Norris Ms Rene Botha Standard Bank of South Africa Grant Thornton

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Organisation
Structure
Idasa is governed and managed by a board of directors, with a non-executive, independent chairperson, to whom the executive directors are responsible. This ensures the highest standard of corporate governance in line with general international best practice (e.g. an independent chair, a remuneration committee made up of independent directors, an audit committee, and a system of internal control for which the directors take responsibility).

ExECutivE DirECtOrS: Mr Paul Graham Executive Director, Idasa, Pretoria Mr ivor Jenkins Director and Head: Project and Portfolio Development, Idasa, Pretoria Idasa is structured on the basis of Specialist Programmes, Objective-oriented Projects and Associated Bodies.

tHE SPECiALiSt PrOGrAMMES ArE: NON-ExECutivE DirECtOrS: Professor Njabulo Ndebele (Board Chairperson) Renowned author and retired viceChancellor and Principal of the University of Cape Town, Cape Town Ms Glenda Wildschut Consultant, Desmond Tutu Academy, Cape Town Ms Lindiwe Ndlela Director, Palmer Development Group, Johannesburg Dr Michele ruiters Programme Manager, Development Bank of SA, Midrand Professor Andre du toit Emeritus Professor, Department of Political Studies, University of Cape Town, Cape Town Mr roelf Meyer Director, FeverTree Consultants, Johannesburg ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ ƒ Safety and Security Programme Economic Governance Programme Political Information and Monitoring Service Southern African Migration Programme Community and Citizen Empowerment Programme Media@idasa Political Governance Programme Governance and AIDS Programme iLEDA – Initiative for Leadership and Democracy in Africa

Idasa’s Specialist Programmes and Executive Office have the expertise to conduct a broad range of Objective-orientated Projects in countries throughout Africa. These include research, facilitation, public education, training and democracy advocacy. Specific beneficiaries vary by project but always include government (in its various spheres, powers or levels), civil society (in its various NGO, CBO or CSO manifestations) as well as selected private sector players on a case-bycase basis.

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The proven process of “learning through action” fuels Idasa’s approach. To achieve this, we work closely with country or international partners, sharing knowledge and skills to activate the people and resources that are beyond any single organisation.
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Idasa is currently but not exclusively associated with the following bodies, with different institutional arrangements: Botswana Ditswanelo (Botswana Centre for Human Rights) Burundi Institut de Développement Economique du Burundi Cameroon Association, Enfants, Jeunes et Avenir Ghana Centre for the Development of People Ghana National Education Campaign Coalition Institute for Democratic Governance Integrated Social Development Centre Kenya Kenya National Association of Parents Participatory Development Centre Lesotho Lesotho Pre-Schools and Day Care Association Liberia Foundation for Human Rights and Democracy Malawi CISANET Secretariat Civil Society Coalition for Quality Basic Education Mali Centre de Documentation, Recherche et Formation Fondation pour le Devellopement du Sahel Mauritius Association Pour L’education Des Efants Defavorises Mozambique Biological Agriculture, Biodiversity and Sustainable Development (ABIODES) Faculdade de Direito – University of Mozambique Rede Crianca
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Namibia Namibia Institute for Democracy Senegal Fédération des Organisations NonGouvernementales du Sénégal – Action Paysanne South Africa The Centre for Public Participation (KwaZulu-Natal) The Council for the Advancement of the South African Constitution (CASAC) Impumelelo Innovations Award Open Democracy Advice Centre Parliamentary Monitoring Group Swaziland Save the Children Swaziland tanzania Agricultural Non State Actors Forum (ANSAF) Coalition Society for Quality Basic Education University of Dar es Salaam uganda Development Network of Indigenous voluntary Associations Makerere Institute of Social Research Uganda Debt Network Zambia Participatory Ecological Land Use Management Association RuralNet Associates Limited Zambia Civic Education Association Zimbabwe National Association of NGOs Save the Children Norway – Zimbabwe For a complete record of the African countries within which we work see the map on the opposite page.

Organisational footprint in Africa

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Strategic toolkit
During our two decades of achievement, Idasa has developed and refined a costeffective range of tools in various countries and circumstances. These processes now form the basis of our Strategic Toolkit, and differentiate Idasa from other organisations: ƒ Measuring and Monitoring Democracy We adapt and apply the Afrobarometer, Local Governance Barometer and the Idasa Democracy Index to plan, measure and monitor our programmes, and as tools in building democratic societies. ƒ Content Provision and Knowledge Sharing Our extensive library, supportive visitors’ programme and informative website with social networking features, all promote international knowledge sharing. ƒ Building Partnerships and Communities of Practice Our proven ability to develop and fund country-level partnerships in our specialist areas helps to build and sustain effective communities of democratic practice. ƒ Facilitating Processes during Democratic transitions Our competence in facilitating democratic transitions equips us to plan, co-ordinate and manage sensitive processes during turbulent periods, when states or development partners are not readily able to maintain long-term programme consistency.

Financial Strength
Summaries of Idasa’s audited financial statements are available in the Idasa Annual Reports as well as on the website at http://bit.ly/8YsdOk. Detailed audited reports are available on request. Idasa has been declared a running concern by its auditing firm since its inception in 1987. For the past nine years, in accordance with the King Commission’s recommendation on accountability, Idasa has appointed new auditors every three years. Idasa is also the sole owner of its premises in the Pretoria CBD with its office building valued at over R16 million and with the total value of non-movable assets set at approximately R22 million.

Project Support
At present Idasa manages a project portfolio of almost 160 projects in various stages of design, development and implementation in South Africa, across the rest of the African continent and in other parts of the world. Our project reports and global footprint are available on request. All projects are generally supported by Idasa’s head office in Pretoria, which has effective, efficient and economical management, administration and financial resources, physical infrastructure with fully equipped offices and project management expertise and knowledge built up since 1987 to guide and support project leaders and project teams ‘in the field’.

Size
Idasa is an organisation able to attract the resources to implement and manage its growing portfolio of projects:
2010 Project Portfolio: Number value (ZAR ’million) Financial information: Revenue % of revenue Staff Numbers: Full time Contracted staff Total 157 73,2 85,0 78% 78 42 120 2009 112 89,9 91,3 85% 76 35 111 2008 83 99,6 99,6 87% 70 37 107

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“Social scientists have identified three key factors crucial to sustaining and consolidating democratic rule. The first has to do with economics… the second has to do with political institutions. That is, sustainable democracies require a professional civil service and strong viable and autonomous courts, legislatures, executives and electoral systems at national and local levels… The third factor has to do with the attitudes of rulers and citizens. Put simply, democracies require democrats.”
Bob Mattes, former Idasa manager who designed the Afrobarometer

These resources include Idasa’s core body of managers and associates with expertise gained over many years in various specialist fields and in general programme and project management, as well as in financial administration. Idasa’s facilities include office blocks in Pretoria (which it owns) and two floors rented in a building in Cape Town, fully equipped with information technology, communications and document reproduction systems, and meeting, conference and catering facilities. In addition, Idasa has over the years developed effective management, accounting and administration systems and procedures to ensure it meets the obligations placed

on it by donor and other institutions. These systems meet, among others, the accounting and project requirements of the Canadian International Development Agency (CIDA), Swedish Development Agency (SIDA), Danish Development Agency (DANIDA), Swiss Development Corporation (SDC), Department for International Development (DfID), Ford Foundation, European Union, United States Agency for International Development (USAID) and Australian Agency for International Development (AusAID). See a full list of donors here http://bit.ly/byDW85.

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Capacity
Project Management
Idasa’s projects are developed, implemented and managed by its nine Specialist Programmes, each headed by a competent Programme Manager and supported and guided by Idasa’s Executive Office. The Executive Office includes a Strategic Support Unit and is able to deal with challenges that may be encountered by any project. It also undertakes specific projects and may take responsibility for the design, development and implementation of projects that are, at least in their initial phases, politically sensitive or particularly complex. This generally continues until the project is fully established and able to continue with less direct involvement from executive management. It then may become the full responsibility of an appropriate Idasa Specialist Programme with oversight from the Executive Office.

Project Approach
The projects that Idasa develops, implements and manages vary significantly in their objectives, scope and scale. Our projects, whether won as tenders or developed in-house, comprise rigorously identified project activities, aimed at achieving clearly defined objectives and performed within the specified time-period and budget, to the satisfaction of the contracting authority. Idasa, therefore, ensures that it identifies and works with relevant stakeholders; has appropriate project coordination, management and financing arrangements in place and is committed to monitoring, reviewing and evaluating the implementation and management of the projects to ensure effective performance. This approach is supported by the use of a model that enables project teams to effectively plan work aimed at achieving the intended results in a logical and systematic process, and which connects resources with targeted key results.

Experience
Since the beginning of 2010, Idasa’s Specialist Programmes and the Executive Office have designed, developed, implemented and managed almost 160 projects of various sizes and complexity, requiring diverse expertise, worth a total value of almost R91 million. The objectives of these projects have encompassed democratic governance, anti-corruption, effective government, training and facilitation, capacity building, citizen participation, conflict resolution, law enforcement reform and citizen leader education. These projects were implemented by Idasa or on behalf of various donors and other institutions such as government departments, multilateral organisations and civil society institutions.

Personnel
Idasa employs 120 people with expertise and exceptional experience in designing, developing, implementing and managing projects. It works with a range of experts from NGOs and academia in implementing its programmes, contracting the best consultants in diverse fields to ensure the delivery of its projects in the most effective and efficient way. It also has the assistance and support of Idasa’s administrative and accounting staff on all its projects. Idasa, in terms of its obligation and stated policy, has achieved a satisfactory degree of personnel diversity to date, and is continually reviewing its progress (see table on opposite page).

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idasa Staff Profile 2010
Occupational Levels A
Executive Senior Management Middle Management Programme Staff (researchers, trainers, co-ordinators) Administrative Staff Service Staff total Staff Percentage 2 1 14 4 2 23 19% 8 7% 1 1% 13 3 2 1 3

Male C i W
2 1 1 9 2 9 12 6 29

Female A C i W

Foreign Nationals M F

total
2

2 1 2 6 1

2 4 2 7 1 9 3 5 1

10 13 53 34 8

11 9%

1 1%

15 13%

10 8%

9 8%

120 100%

11% 24%

Facilities
Projects are supported from Idasa’s fully equipped offices, which have up-to-date information technology, communication systems, document reproduction facilities, administrative, financial and accounting systems, core administrative staff, and meeting and conference facilities.

Quality Assurance
Idasa ensures the quality of its projects through its operational guidelines for project development and implementation, and through its monitoring, review and evaluation processes. It has developed the Afrobarometer, the Local Governance Barometer and the Idasa Democracy Index as tools for this purpose (see page 10). Idasa’s operational guidelines in part require that projects: ƒ ƒ ƒ gain the active participation of key stakeholders, promote local ownership of the project, use logic modelling and analysis techniques to support key assessments, and incorporate key assessment criteria in projects.

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3. AChIEvEmENTS
Idasa has a reputation as a non-partisan organisation and works publicly and privately with all the main political parties and ideological groups in the countries in which it works to achieve democratic outcomes. It has successfully concluded a range of tenders and agency work for various local governments, district councils, national parliaments, provinces and government departments. Since 1998, it has implemented and managed projects in many countries in Africa, see map on page 9. It has also worked further afield in Bangladesh, Kosovo, the Middle East, the United States of America and parts of South America, for example. Idasa maintains international links with many similar organisations, in particular on the African continent but also in Asia, North America, South America, Europe and more specifically Scandinavia. Commission of South Africa, the Open Society Foundation for South Africa, the Network of Independent Monitors, the Department of Language Facilitation at the University of the Free State, and the Open Democracy Advice Centre are examples of these.

Working with Government and Civil Society
Idasa prides itself on an ethos of collaboration between civil society and government stakeholders. Programmes work closely with senior government officials and representatives of CSOs and some facilitate communication and conflict resolution between government agencies, such as the security forces on the one hand and CSOs on the other. The Institute maintains formal project relationships at government level where appropriate. It has successfully concluded tenders and agency work in the areas of research, publication, training and facilitation for South African local governments, district councils, the national Parliament, provinces and various line departments. Since 1998 it has also worked on contracts with governments in other African countries and elsewhere.

Civil Society, representative Democracy and Governance
Idasa has been engaged in projects to strengthen civil society and promote public participation since its founding. It provides advice on monitoring and analysis, finding and implementing solutions where it can and stimulating these where it is not the most appropriate institution to act. Idasa’s international networking and contribution to initiatives such as Civicus and the World Movement for Democracy have made it aware of how difficult democracy is to sustain, even in the so-called ‘older democracies’. Idasa contributes to the enrichment of civil society not only through its own particular programmes and projects, but also through the institutional substance it can bring to the ideas and innovations of others. There are many initiatives and programmes which owe all or a substantial part of their existence to the support Idasa provided at crucial times in their history – the Truth and Reconciliation
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Working with the Private Sector
Over the years Idasa has worked effectively with private corporations (both nationally and internationally) and has developed meaningful partnerships and relationships which have helped drive Idasa’s overall mission of achieving sustainable development and democracy on the continent. Key factors influencing these partnerships include our financial sustainability (refer to pg 10), sound internal governance structures and – with the emerging social responsibility placed on corporates – our knowledge, expertise and proven track record within the sector.

Just as we responded to the hIv/AIDS crisis ten years ago by identifying the enormous governance crisis it had, in turn, created, so now we are acutely aware of the profound sustainability challenge that Africa, like the rest of the world, faces – a challenge of urgency, scale and interdependency.
Richard Calland, director of Idasa’s Economic Governance Programme

Idasa has implemented projects on behalf of or with corporations such as Ernst & Young, BATSA (British American Tobacco South Africa), SAB Miller and FeverTree, to name a few. This is an area that Idasa would like to expand on as we aim to increase engagement with corporates at both national and international level in order to build mutually beneficial and sustainable partnerships to drive the development process on the continent and ensure that the CSR/CSI component of the private sector is functioning properly and achieving sustainable outputs at ground level.

NGOs in five South African provinces and capacity-building projects for NGOs in Zimbabwe and Angola. Idasa is also a partner in the Civil Society Initiative in South Africa, which brings together a large number of CSOs, and most projects have a component dealing specifically with building civil society capacity in their respective focus areas.

influencing Policy
Through its Political Information and Monitoring Service, Idasa regularly makes submissions to parliamentary committees on policy matters relating to transparency, accountability and democratic process in general, and has instituted or supported litigation to ensure compliance with constitutional principles. At the executive level, Idasa has on numerous occasions served as consultants in departmental policymaking processes in the organisation’s areas
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Capacity Building
A number of projects in African countries aim to develop the capacity of CBOs and NGOs to interact in a meaningful way with government and to influence policy and delivery of services. These projects include capacity-building initiatives for CBOs and

of expertise, and has also been contracted to facilitate public participation processes such as public hearings for the Constitutional Assembly and hearings on proposed legislation and policies, such as the White Paper on Safety and Security.

institutional Change Programmes
Idasa was a partner in the Public Service Management Development Programme and in EU-funded programmes aimed at improving service delivery by the South African public service. In addition, the capacity-building programmes for CBOs and NGOs in South Africa, Zimbabwe, Angola and previously Zambia have a strong focus on institutional change through enhancing management and administrative systems, improving communication and ensuring that CSOs become learning organisations by developing systems that promote feedback and participation, and creating space for disciplined reflection on organisational processes.

Analysis
Several programmes deal directly with policy and data analysis. The Political Information and Monitoring Service engages in legislative analysis on a continual basis and periodically provides analysis of complex topical issues, while many programmes have components which focus specifically on policy analysis in their areas of work. In addition, Idasa has taken part in a study to assess the health of civil society in South Africa and routinely conducts needs analyses on commencement of projects such as NGO capacity-building projects in Zambia, Zimbabwe and Angola. Idasa has developed a Democracy Index that attempts to assess the quality and evaluate the performance of democracy in Africa. In an attempt to refine the concept of popular self-government, the Democracy Index is designed around two key principles: ƒ the extent to which citizens can control those who make decisions about public affairs (elected representatives and government appointees at all levels); and, the extent to which citizens are equal to one another in this process.

Service Delivery interventions
Idasa’s capacity-building model emphasises both delivery of state services and constitutional obligations, and appropriately articulated and organised citizen demands. Many Idasa programmes promote propoor service delivery through analysis of government spending, technical assistance to government agencies and capacity building for public participation in prioritising, planning and monitoring service delivery.

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An African democracy institute building sustainable democratic societies in collaboration with African and global partners.

Kutlwanong Democracy Centre 357 Visagie St cnr Prinsloo St Pretoria 0002 PO Box 56950 Arcadia 0007 Ph: +27 12 392 0500 Fax: +27 12 320 2414 www.idasa.org

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