MDG Review October Issue

2012 2013 2014 2015

OCTOBER 2012 www.mdg-review.org

Three Years To Development Deadline

MillenniuM DevelopMent

Goals20122012

MDGReviewMillennium Development Goals

MDG Review

2013

Summit &Exhibition8-9 MAY 2013 NEC, BIRMINGHAM, UK

• Global High Level Representation

• Presentation & Panel Discussion Area

• Suites for one-on-one meetings

• VIP Rooms for one-on-one meetings

• Exclusive Luncheon and Restaurant Area

• Free Access for NGOs

www.mdgsummit.org

PARTNERS & SPONSORS:

Early bird discounts apply for the following bookings: Sponsorships, Exhibitions, Delegate and Partnerships.

Contact us on +44 203 427 3993 or visit our website: www.mdgsummit.org

Pre Launch at the

AIDEX SummitBrussels

24-25 October2012

Visit us at ITU Telecom World

PalexpoDubai

14-18 October2012

Summit 2013 Ad Red.indd 1 17/10/2012 17:03

Welcome to the 11th edition of the millennium Development Goals Review publication. Following the launch of the mDG Summit & exhibition in cape town in may 2012, we are pleased to announce the follow up mDG Review Summit to take place on 8-9 may 2013, aiming to expand on the 1st Summit outline.

this issue commences our work on recapping the millennium Development Goals timeline, but

most excitingly focuses on sustainable development goals post 2015. our campaign towards the

2nd mDG Review Summit, is promoting Global Partnership through globalisation. the event themed

“Sustainable Business Solutions That Deliver Change” continues to look at the role business play

towards sustainability.

In July 2012, the UN Secretary General, Ban Ki moon issued a path breaking report “Realizing the

Future We Want for All”, as a part of the Rio+20 process. he appointed a high-level Panel for the

post – 2015 agenda co-chaired: President Susilo Bambang Yudhoyono of Indonesia; President ellen

Johnson Sirleaf of liberia; and Prime minister David cameron of the United Kingdom.

three years to the mDGs deadline, what is now needed to alleviate global poverty, is for the world’s

influencers to exceedingly scale up their commitment to longstanding support for sustainable

development. While investment from, the private sector; through corporate social investment,

governments; through new policies, international lenders; through macro investments, and foundations;

through support, training and development has escalated in recent years, it is still nowhere near what

is required.

our commitment hereon is showcasing through this report, which is also to be presented at major

high level events and conferences, the objective to continue informing governments, policymakers,

NGos, donors and private sector that seek to curb hunger and poverty, promote sustainable growth

or replicate these successes were needed.

…and finally, as always, I am excited to announce the upcoming conference for women empowerment,

which will have a unique platform at the may 2013 mDG Summit in Birmingham and will contribute

to the overall reporting on the mDGs progress thus far and post 2015, to be presented in September

2013 at the high level UN Summit.

Gladys Taitia editor-in-chief VRS media limited

Millennium Development GoalsReview 2012 October Issue

Published by: VRS media ltd.oakley Vale, corbyNorthamptonshireUnited Kingdom.Email: [email protected]: www.mdg-review.orgWeb: www.vrs-media.com

The entire contents of this publication are protected by copyright, full details available from the publisher. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means – without prior permission of the copyright owner.

Managing Director: Dennis S JubaneEditor-in-Chief:Gladys taitiaProduction: mandy GreenSales Manager: michelle IwekaDesign: PReSS cReAtIVe ltD [email protected]: Bishops Printers

While every effort has been made to ensure the accuracy of the contents of this book, the Publisher will accept no responsibility for any errors or omissions, or for any loss or damage, consequential or otherwise, suffered as a result of any material here published. The opinions expressed in the enclosed editorial are the sole responsibility of the authors and organisations concerned and not those of the Publisher. Neither VRS Media nor its agents accept liability in whole or in part howsoever arising for the Contents of the editorial published herein.

Introduction

04 VRS media

mDGs: 2012-2015 and beyond

08 cGF Research Institute

call to support the World Without corruption Programme

12 International telecommunications Union (ItU)

ItU telecom World 2012: moving towards the mDGs

16 Adopt-a-School Foundation

transforming a community through the holistic development of local

education

20 World Vision

mDG 4 Reduce child mortality

26 mDG Summit and exhibition launch 2012 chairman’s opening and

closing remarks

30 Nestlé

creating shared value at Nestlé

healthcare, Food & Agriculture, transport & logisitics

Water & Sanitation, energy & environment

MDG ReviewOCTOBER 2012

Ict & education

Introduction

Goal 1: Eradicate extreme poverty and hunger

Goal 2: Achieve universal primary education

Goal 3: Promote gender equality and empower women

Goal 4: Reduce child mortality

CGFRESEARCH INSTITUTE

(PTY) LTD

MDG Review

2012

Summit &Exhibition

WecoemP ReVIeW

Security & Sustainable Development

37 cGF Research Institute

Governing organisations on equal basis: Non profit organisations (NPos)

40 AIDeX 2012

Aid effectiveness in times of econimic crisis

46 Africa Foundation

A demonstration project to develop the capacities of rural women

49 Rainbow collection

Shake the world, wear the bracelet, positively reducing poverty

52 Global Partnerships Forum

Ban Ki-moon, the Partnerships’ Secretary-General

the UN launches many new initiatives in September 2012

55 the Worldwatch Institute

State of the World 2011

56 Advertisers Index

Contents

Goal 5: Improve maternal health

Goal 6: Combat HIV/AIDS, malaria and other diseases

Goal 7: Ensure environmental sustainability

Goal 8: Develop a global partnership for development

THE GLOBAL HUMANITARIAN & DEVELOPMENT

AID EVENT 24-25 OCTOBER, BRUSSELS

MDGs: 2012 – 2015 and BeyondBy DEnniS juBAnE, VRS MEDiA

WheN the UNIteD Nations came up with the idea of the millennium Development Goals (mDGs) at the end of the 1990s, the 2015 deadline seemed a long way away. twelve years later, it looks frighteningly close; so close that some, a couple of years ago were calling for a new deadline. But these calls for postponement were

as premature as they were counterproductive. Sometime towards the end of last year I came across an article written by claire melamed from the oDI. the article titled “the millennium Development Goals after 2015: no goals yet, please!” claire highlighted some interesting points. one of these being;

“The default option seems to be to reach for another set of goals and targets. There’s a developing ‘scramble for goals’ as every lobby group that considers itself unfairly treated by the current MDGs starts to demand its own MDG after 2015 – creating a very real risk of a set of 50 goals that is so long that they are all ignored. More thoughtfully, efforts have already begun to sketch out a short set of goals that better reflect the nature of today’s poverty problem. A goal for internet connectivity, for example, or one for personal security and freedom from violence”.

As the deadline draws closer, it is essential that the international community also begins to prepare for the path forward post-2015. how have global realities changed in the past 15 years and how should our plans reflect this? What have the mDGs taught us? the outcome of Rio+20, the UN conference on sustainable development, saw the concept of Sustainable Development Goals (SDGs) emerge. how would these fit into the post-2015 development pathway? these among others are the questions that the all stake holders need to reflect on.

WhAT WoulD A PoST 2015 GloBAl AGREEMEnT BE FoR?

Going back to claire’s assessment, there’s a huge range of development problems that could be the focus of a new agreement, and a huge range of instruments with which to tackle them. A new agreement will act as a set of incentives to encourage action on certain issues using certain instruments. the mDGs, for example, focused on social development, and the main

‘More thoughtfully, efforts have

already begun to sketch out a short set of goals that

better reflect the nature of today’s

poverty probleM. a goal for internet connectivity, for

exaMple, or one for personal security and freedoM froM

violence’Claire Melamed

INtRoDUctIoN

www.mdg-review.org4 | MDG REVIEW

instrument that they incentivised was aid. But it shouldn’t be a given that that is the most useful role a new agreement can play.

What, for example, could a new agreement do to tackle one of the most pressing global issues of all – the lack of jobs? most of what needs to happen to create jobs is at the national level, and governments don’t, presumably, need to go through the pain of global negotiations to be persuaded that trying to get their citizens into jobs is a good idea.

What could a global agreement add here? What is the range of collective actions that would have an impact on jobs, and what type of agreement could most effectively incentivise those actions? there might be policies on, for example, trade, or technology transfer, or intellectual property, which could be usefully given a push through a global agreement – but it won’t necessarily be through a targets and goals approach. limiting the scale of ambitions to developing a new set of targets might rule out effective action on some of the most urgent problems that confront the poorest people.

MDG SuMMiT / ExhiBiTion nEC BiRMinGhAM 8 – 9 MAy 2013

Next year in may at the Nec in Birmingham United Kingdom, an important event will be taking place. the Summit and exhibition is set to kick start the build up to the UN General Assembly in September in New York where the mDGs will be the subject of choice.

there appears to be increasing consensus that the private sector has to be more involved than last time in the design and/or implementation of any new development goals, particularly as economic growth, trade and jobs are high on the agenda. Yet discussions on a new post-2015 framework have to date mostly included development practitioners, governments and non-governmental organisations (NGos) and have largely excluded the private sector.

iS ThERE A RolE FoR BuSinESSES in ThE PoST 2015 MDGS?

the mDGs have brought together recent efforts to tackle some of the world’s most pressing development problems. Although it is difficult to establish a definite causal link between the goals and real improvements in terms of poverty reduction, given their simplicity and focus they have at least been successful in rallying global and national action to tackle poverty. many donors and national governments have adopted the mDGs as part of their policy framework; even a few companies, such as Unilever,

‘the suMMit and exhibition is set

to kick start the build up to the un general asseMbly

in septeMber in new york where the Mdgs

will be the subject of choice’

INtRoDUctIoN

www.mdg-review.org MDG REVIEW | 5

INtRoDUctIoN

microsoft and Vodafone, mention them in their social corporate responsibility reporting.

Although the mDGs are a result of intergovernmental agreement, some of the current Goals explicitly include targets to be reached in cooperation with the private sector, such as improving access to affordable essential drugs and information and communication technology (Ict) (both part of mDG 8).

Given the involvement of the private sector in development, the question of how, if at all, businesses should engage in any post-2015 mDG discussions and, eventually, a renewed framework is increasingly being asked. this is very much unlike the last round of mDGs, in the early 2000s, when this was not a point of particular concern. however, so far there have been no concrete proposals as to what this engagement could look like in practice.

the UK mDG Summit and exhibition seeks to initiate filling this gap. We will be exploring the how (if at all) can private sector organisations usefully be involved in global and national dialogues on a post-2015 global development framework? What (if any) private sector behaviours and partnerships can be encouraged/discouraged through an mDG global agreement that effectively promotes development? In what ways (if any) can these behaviours be incentivised through a post-2015 agreement? Invited to the event will be policy markers, donor agencies, NGos and the private sector. For more information on this exciting event and how to get involved please visit the official site www.mdgsummit.org

PERCEnTAGE oF hunGRy PEoPlE in DEVEloPinG CounTRiES FAllS

ending on another positive, the international target to halve the prevalence of hunger is within reach, the UN said recently, after publishing figures suggesting global progress on reducing hunger has been better than previously thought. According to the new estimates of undernourishment, published in this year’s State of food insecurity in the world report, the percentage of hungry people in developing countries has fallen from more than 23% in 1990-92 to less than 15% in 2010-12, bringing the estimated number of hungry people in developing regions to 850 million in 2010-12.

the worst drought in half a century in the US has pushed up world prices of staples such as corn and wheat and placed food and agriculture high on most of the international agendas.

Please join us next may in Birmingham, United Kingdom for what is set to be an interesting and engaging event on developmental issues across the globe.

FURtheR INFoRmAtIoN

www.mdgsummit.org

Acknowledgements:

Post-2015 mDGs report by Paula lucci; claire melamed overseas

Development Institute (oDI)

UN Report on State of food insecurity in the world; mDG Review

‘liMiting the scale of aMbitions to

developing a new set of targets Might rule out

effective action on soMe of the Most urgent probleMs

that confront the poorest people’


MDG Review

2013

Summit &Exhibition8-9 MAY 2013 NEC, BIRMINGHAM, UK

• High-level invited guest from political, development and media arena• Overview of summit, core themes, ways of working, and expected results • Importance of poverty reduction and employment creation• Women Economic Empowerment• Environmental Theme• Water and Sanitation Theme• Food and Agriculture Theme• Transport & Logistics Theme• Conclusions and way forward

www.mdgsummit.org

PARTNERS & SPONSORS:

Early bird discounts apply for the following bookings: Sponsorships, Exhibitions, Delegate and Partnerships.

Contact us on +44 203 427 3993 or visit our website: www.mdgsummit.org

Pre Launch at the

AIDEX SummitBrussels

24-25 October2012

Visit us at ITU Telecom World

PalexpoDubai

14-18 October2012

Summit 2013 Ad Blue.indd 1 17/10/2012 22:51

By CGF RESEARCh inSTiTuTE

CGF ReSeARch INStItUte (Pty) ltd (cGF) jumped at the opportunity to actively participate in the World Without Corruption Programme when our company was approached by the Vice President of the World Without corruption Programme International Association Foundation, who are based in Brussels, Belgium.

Since cGF’s establishment in 2004, which specialises in corporate governance reporting and consultative services, the topic of crime, corruption and non-compliance with various laws and regulations crops up daily. many organisations still pay ‘lip service’ to good governance practices and more often than not, these organisations claim to be practicing good governance, but the reality is that many of their directors and senior management show scant regard for this imperative subject. In other cases organisations are only concerned about looking good on paper -- irrespective of how it achieves this -- rather than taking a good and hard look at the real issues associated to the poor governance they practice, let alone the criminal nature attached to some of their shady transactions.

Call To Support The World Without Corruption Programme

‘all it takes for evil to triuMph is for good Men to

do nothing!’Burke

INtRoDUctIoN


(PTY) LTD


INtRoDUctIoN

Regrettably, there are few organisations being exposed for this criminalist behaviour, and the penalties are not severe enough to change the errant ways of these so-called leaderswhen they are exposed.

As a newly accepted participant in the World Without Corruption Programme, cGF is able to express its unwavering commitment against any form of corruption and other criminal manifestations, furthermore supporting the international principles and standards in corporate social responsibility and contribute towards positive changes in the lives of all South Africa’s people, and those abroad.

less than a decade ago, the UN General Assembly adopted the United Nations convention against corruption (UNcAc) and now most countries have ratified it, including South Africa. Whilst the most recent crime statistics of South Africa claim an overall all improvement, the broad category called “commercial crime” - which includes all kinds of corruption, fraud, money laundering, embezzlement and forgery -- has increased by an alarming 63% since 2004/5.

It is a known fact that the high levels of commercial crime and corruption poses a serious risk to both the South African business community and the national economy, such where corruption has become endemic in this country, both in the public and private sector.

South Africa’s Public Protector, Advocate thuli madonsela, said at an international conference in cape town earlier this year that South Africa was at a ‘tipping point’ in our fight against corruption and that the country was failing to deal with it decisively. She went further to say that the extent of corruption, left unchecked in South Africa, had the ability to seriously distort our economy and even derail our democracy. Adding to this, in a parliamentary committee briefing during october 2011, the head of the Special Investigating Unit (SIU), Willie hofmeyer expressed his concern about the extent of the problem stating that between R25 billion and R30 billion of government’s annual procurement budget alone was lost to corruption.

corruption is fast becoming pervasive throughout South Africa, and current cases such as the re-opened South African Arms Deal -- estimated at a value of US$4.8 billion alone -- do not inspire any confidence to suggest that South Africa is improving its reputation in this area, in fact quite the contrary. to illustrate this further, research by tFAc (the Fight Against corruption), found that 600 000 new low cost houses, 60 hospitals with a 280 bed capacity each, 3 000 rural clinics and 915 new schools could be built with the R30 billion estimated to have been misappropriated from state coffers. moreover, tFAc asserts that one cannot -- in good conscience -- say that South Africa has the political will to fight corruption with its current systems, procedures and “arrangements/agreements in place”.

Research from transparency International’s corruption Perception Index indicates that South Africa has fallen from a respectable 34th place in world rankings in 2000, to 64th place in 2011. Surely this sharp fall in South Africa’s rankings -- being our worst ranking since the index started in 1997 -- must ring the alarm bells? Allied to this, most analysts agree that our Foreign Direct Investment (FDI) is now also under severe pressure. this is largely due to our international investors raising South Africa’s risk profiles due to the country’s conflicting messages and the half-hearted attempts to rein in the ANc Youth league’s nationalisation ‘debate’. According to the UN conference on trade and Development (Unctad), South Africa lost 70% of its FDI from $5.4bn in 2009 to a mere $1.6bn in 2010. Whilst Angola appears to be the better choice of FDI destination on the African continent -- having earned top spot in 2009 and 2010 -- South Africa has only been rated 8th choice of FDI destination over the same period.

Adding to the concerns that some member states are not showing enough progress to combat and reduce the corruption in their countries; to beat this scourge, UNcAc have become quite emphatic that the fight will require a joint and coordinated effort between member states, the private sector and civil society institutions which covers all market sectors. UNcAc envision specific collaborative mechanisms to tackle national and international corruption, such where a ‘mass psyche’ of projects and initiatives are provided to inform citizens of the devastation caused through corruption. these initiatives are designed to build a rapid intolerance of any form and types of corruption and should guarantee large support from citizens who are directly affected, where they become part of the policing against corruptive practices.

to ensure there is a global and coordinated approach against corruption, the World Without corruption programme was established to promote participation in advancing

‘it is a known fact that the high levels of coMMercial criMe and corruption poses a serious risk to both

the south african business coMMunity

and the national econoMy’


INtRoDUctIoN

UNcAc in 2011-2020 (for civil society and the private sector) to help solve this pressing

task. the programme has been developed by experts from different countries at the

Interregional NGo committee for Fighting corruption.

the main task of the World Without corruption programme

is to define key areas of activity for all stakeholders, i.e. social

and entrepreneurial organisations to advance UNcAc during the

upcoming decade and to identify the main mechanisms for their

participation in the advancement of UNcAc.

organisations and other non-governmental

organisations that proclaim a war on corruption as

one of their priorities exist almost everywhere where

the population has an opportunity for independent

social activity, however their activities tend to be uncoordinated and many do not know of

each other’s existence. By joining the World Without corruption programme, participating

organisations will have better synergy and a collective voice, and the chances of beating

this endemic problem will be far greater.

It is critical that South Africa as a nation rapidly take serious action to address the

rampant problem and in doing so, not only hold the perpetrators accountable, but also

the leadership of government when there are no visible signs of their actions to improve

this situation. With the means at government’s disposal, they can and must lead by

example, furthermore take immediate action and severely punish the perpetrators as

a public example, irrespective of the perpetrator’s public standing or the value of their

corrupt activities. only when there is visible and harsh punishment sanctioned against

these perpetrators, will South Africa begin to regain not only the confidence of its

leadership at government and business levels, but indeed the direction of the country.

ABouT CGF RESEARCh inSTiTuTE (PTy) lTD

cGF is a Proudly South African company that specialises in conducting desktop

research on Governance, Risk and compliance (GRc) related topics. the company has

developed numerous products that cover GRc reports designed to create a high-level

awareness and understanding of issues impacting a ceo through to all employees of

the organisation.

through cGF’s strategic partners -- supported by our corporate Patrons iS Partners,

Rifle-shot Performance holdings and DQS South Africa -- our capabilities extend to

GRc management consulting, executive placements, executive mentoring, company

secretariat and the facilitation of corporate Governance and Risk Awareness workshops.

to find out more about cGF, our patrons and our associated services, please access

www.cgf.co.za or www.corporate-governance.co.za

ABouT WoRlD WiThouT CoRRuPTion inTERnATionAl AlliAnCE FounDATion

World Without corruption International Alliance Foundation (Burgerlijke Stichting) was

registered in Brussels, Belgium on 09 December 2011 which is the International Anti-

corruption Day designated by the UN General Assembly to raise awareness of corruption

and the role of the UN convention against corruption which went into force December

2005. For further information and how to become a participant in the World Without

Corruption Programme, email [email protected] or view the website

www.un-wwc.org

FURtheR INFoRmAtIoN

terry Booysen (ceo)

cGF Research Institute (Pty) ltd

office: (011) 476 82 64 / 1 / 0

cell: 082-373 2249

Fax: 086 623 1269

email: [email protected]


www.mdg-review.org


Ict & education

1: eradicate extreme poverty and hunger 2: achieve universal primary education 3: promote gender equality and empower women 4: reduce child mortality

5: improve maternal health 6: combat hiv/aids, malaria and other diseases 7: ensure environmental sustainability 8: develop a global partnership for development

THE MILLENNIUM DEVELOPMENT GOALS

12 ItU telecom World 2012: moving towards the mDGs

16 Africa Foundation: transforming a community through the holistic development of local education

Image: ITU Telecom World 2012

ITU Telecom World 2012: Moving towards the MDGsBy BlAiSE juDjA-SATo, ExECuTiVE MAnAGER, iTu TElECoM

A workman on his mobile phone in Panama City.

IN SePtemBeR 2000, the United Nations General Assembly adopted the UN millennium Declaration, out of which sprung the eight millennium Development Goals (mDGs) charting an ambitious framework for reducing global poverty by 2015.

As the international community established the mDGs, massive change was hitting the information and communications technology (Ict) sector. the “dot-com” bubble was inflating, Google had only begun selling advertisements, Facebook was a glint in mark Zuckerberg’s eye and mobile telephony was just beginning its transformation of business across the developing world.

What a difference 12 years makes. With only a short time left to achieve the mDGs, and much work to be done, how has the vastly changed Ict sector helped – and what is its future role?

of course, technology has already played a huge role in the advancements of the millennium Development Goals. In fact, even back in 2000, the authors of the mDGs understood the role that access to new technologies would play in poverty reduction.

In fact, the UN’s International telecommunications Union (ItU), the United Nations specialized agency for Ict-related issues, has been charged with measuring the pursuit of target 8F, (of mDG Goal 8). It reads: ‘In cooperation with the private sector, make available the benefits of new technologies, especially information and communications’. ItU is monitoring 3 indicators: fixed telephone lines per 100 inhabitants; mobile cellular subscriptions per 100 inhabitants; and internet users per 100 inhabitants.

As you can see in the accompanying graphic, growth in all three

areas has exploded, particularly in the arena of mobile-cellular subscribers. http://www.itu.int/ItU-D/ict/mdg/

But those i n f r a s t r u c t u r e numbers only hint at the real story of how technology has helped the a d v a n c e m e n t towards achieving the mDGs, which include reducing by 50% the number of people living in extreme poverty and hunger, and the under-five mortality rate by 75% .

In 2000, when global leaders ratified the millennium Declaration, who could have envisioned the massive changes to come in the Ict sector, such as social media and handheld mobile computing devices like the Apple iPhone?

Who could have imagined that humanitarian workers could communicate with refugee beneficiary groups via SmS? Who would have thought that chips would be tracking rare hardwood trees through the forestry process, cutting down on illegal logging? or that technology could link Kenyan pastoralist herdsmen to cattle dealers in faraway cities, cutting out the middlemen who skimmed

Ict & eDUcAtIoN

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What iflife movedat the speedof ideas ?

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What iflife movedat the speedof ideas ?

International Co-Production33 Queen Anne StreetLondon W1G 9HY

Tel: +44 (0)20 7436 4300Fax: +44 (0)20 7436 4343Web: www.icpnet.com

Client :Job No :

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profits from the herders? For many in the developing world, mobile telecommunications have revolutionized business practices and connected cities and rural areas as never before.

helping foster this kind of crucial technological innovation, while ensuring that it is available to and accessed equitably by the world’s people, is one of the key agenda items at ItU telecom World 2012, an annual event bringing together technology leaders from the public and private sectors. It will be hosted this year by the government of the United Arab emirates in Dubai, from october 14 - 18.

ItU telecom World 2012 is unique in the annual calendar of technology meetings because it brings together leaders from various industry sectors as well as geographic regions. this creates an important forum for real-life interactions between tech thought leaders from around the world.

Attending World 2012 are representatives from every corner of the industry ecosystem and every part of the globe. heads of State, ministers, heads of UN Agencies, corporate ceos, policy makers and regulators, high-profile thought leaders, digital gurus and Ict innovators, media and not-for-profits - all will be present and actively engaged in the debates at World 2012.

central to the event are the Forum conferences, a series of interactive panel sessions, participatory workshops, ministerial roundtables, Big conversations between industry leaders of contrasting perspectives on a key industry topic, and Visionary Keynote speeches enabling leading Ict figures to demonstrate their thought-leadership and strategic vision. the exclusive leadership Summit brings together leaders from public and private sectors internationally at the very highest level in critical dialogue focused on managing and fostering innovation with the Ict sector and the role of leadership. leaders will also benefit from private meeting spaces, a dedicated lounge for networking and a range of structured and unstructured social events where further vital connections can be made, discussions continued informally and knowledge and experience shared.

Networking, whether within the leadership Summit or the wider conferences, is fundamental to ItU telecom World 2012. As the lead UN agency for Ict-related issues, ItU can leverage its unique cross-sector, global reach to provide a truly neutral, open, inclusive and international forum for leading stakeholders within Ict. only here can the minister of a government share the floor - and best practices,

knowledge and case studies - with corporate ceos, UN heads, digital start-ups, regulators, social entrepreneurs and academics in the field representing all five continents.

the millennium Development Goals emanated from this very kind of global collaboration. While much has already been achieved since the year 2000, more work remains to be done for full realization of the mDG goals.

When ItU was charged with monitoring the growth of some telecommunications infrastructure as part of the millennium challenge, who foresaw the technological innovations that would follow in many areas of the mDGs?

And what is yet to come? Already, heads of state in Africa are communicating with their people via Facebook and twitter, bringing the people closer to the seats of power. In Nigeria, bystanders uploaded a Youtube video showing military personnel slapping a woman in the street, leading to disciplinary action and adding a new way of fighting impunity. SmS and widespread usage of latest-generation mobile phones makes it that much easier to organize protest and political pressure. All of this adds to a general political and business environment that boosts the chances for real economic development.

the next innovative usages of technology to bolster the mDGs and the eradication of extreme poverty by 2015 will also take the world by surprise. Debates and conversations at ItU telecom World 2012 will highlight some of the concrete steps that can be taken to achieve those goals - and some of the cutting-edge technology that will take us there together.

FURtheR INFoRmAtIoN

For more information on ItU telecom World 2012, see http://world2012.itu.int

AUthoR

Blaise judja-Sato, executive manager, ItU telecom


Ict & eDUcAtIoN

A street view of Gorée Island, Senegal, a West African country working to meet the Millennium Development Goals.


Ict & eDUcAtIoN

By niColA VoGEl, CoMMuniCATionS AnD FunDRAiSinG MAnAGER, ADoPT-A-SChool FounDATion

Africa Foundation for Sustainable Development and the Adopt-a-School Foundation join forces for sustainable change.

The moZAmBIQUe eDUcAtIoN system faces several challenges. the US development agency USAID reported

that as of 2009, mozambique still

lacked sufficient schools and teachers

to guarantee education for the whole

nation. As a result an estimated 60%

of adults still cannot read or write.

Statistics from the UK Department for

International Development report that

one million children, primarily from rural

communities, do not attend school and

almost half of all teachers in the country

are unqualified.

AFRiCA FounDATion FoR SuSTAinABlE DEVEloPMEnT

Africa Foundation for Sustainable Development (AFSD) is a

socially motivated organisation working throughout Africa on the

implementation of sustainable development programmes focused

on community empowerment that will be financially viable and

sustainable. they achieve their objectives by providing turn-key solutions in water management, rehabilitation and rural economic development.

ADoPT-A-SChool FounDATion

Adopt-a-School Foundation (AASF) is a project of the Shanduka Group, a South African investment holding company, and was formed in 2002 to address the critical gaps in South Africa’s education system by helping to create environments that are conducive to teaching and learning in

disadvantaged and rural schools. this is achieved through mobilising the private sector to invest effectively in education. the key objective of the Adopt-a-School Foundation is to implement Whole School Development – a holistic model aimed at improving the academic, infrastructural, social and security environment in schools.

to date, over 150 schools have been assisted throughout South Africa, and through our interventions we have impacted on over

Transforming a community through the holistic development of local education

‘to date, over 150 schools have been

assisted throughout south africa,

and through our interventions we have iMpacted on

over 240 sMall local businesses’


Public consultation in more than 50 develoPing countries will be Part of a global Process to ensure citizens’ views underPin the design of a Post-2015 human develoPment agenda, if PeoPle are heard and resPected they will be more likely to helP deliver a successor framework to the millennium develoPment goals (mdgs).

united nations develoPment Programme (undP)administrator helen clark

Ict & eDUcAtIoN

240 small local businesses, resulting in the provision of thousands of temporary jobs in communities across the country. Significant improvements have been made in the schools in which the Whole School Development model has been implemented. the Foundation is now, through partnerships with organisations such as Africa Foundation for Sustainable Development, moving into neighbouring countries like mozambique and lesotho.

ESColA PRiMARiA CoMPlETA

In July 2012, a primary school in Ressano Garcia, mozambique was officially adopted through the Adopt-a-School Foundation. this was a result of a joint venture between the Shanduka Group and Aggreko, a UK-based interim power solutions specialist, to build an interim gas-fired power plant to supply electricity to eskom, the South African power utility, and its mozambican counterpart, electricidade de moçambique (eDm). the adoption project is an integral part of efforts to ensure the local community realises sustained benefits from the power project.

to implement this critical project, the Adopt-a-School Foundation and the Africa Foundation for Sustainable Development joined hands in a strategic partnership to bring Whole School Development to escola Primaria completa.

this school has 1 400 learners and five subsidiary schools, all of which will benefit from the adoption. the Adopt-a-School Foundation, with the support of the Africa Foundation for Sustainable Development, plans to address the needs of this school on an incremental basis over the next five years.

An induction programme that will involve strategic planning and teambuilding for the School Governing Body (SGB), the School management team (Smt) and principals from the subsidiary schools, aims to make a significant improvement in school morale, planning and management skills. this initial programme will ensure that the impacts of all interventions are more meaningful and that the school is empowered to sustain the projects that will be implemented.

learner development programmes will be implemented in critical subject areas such as literacy, mathematics and science, and educational materials, including text books, will be supplied. Infrastructure projects, which will involve the renovation of classrooms and ablution facilities and the building of a library, will provide temporary job opportunities for unemployed parents and opportunities for local businesses. this will in turn uplift the surrounding community.

many of the learners walk to school barefoot and do not have proper school uniforms and 90% have never left their immediate

surroundings. the first phase of the intervention will also ensure that all learners are given full school uniforms, including school shoes, and two school excursions will be sponsored, which will be of immense value to the development of the learners. the adoption will also include the establishment of a vegetable garden and a school environmental club.

Research conducted by AFSD found that 29% of children who complete first-level primary education do not have the opportunity to further their studies. In response to this dire situation, the Shanduka Group and Aggreko collaboration has committed to supporting learners and will provide full bursaries to 50 top achieving learners.

Following the completion of phase one of the adoption, the Adopt-a-School Foundation will endeavour to secure additional funding to build a fully functional computer laboratory and provide educator training in computer, science, mathematics and life skills. By bringing on board more sponsors we hope to also build sporting facilities at the school and provide security in the form of a perimeter fence and burglar bars.

the investment made in escola Primaria completa will impact on the teaching and learning environment in all the surrounding schools and improve the lives of the educators, who work very long hours under difficult conditions. learners will be given the resources to excel and many will be provided with opportunities that will enable them to further their studies and in turn break the cycle of poverty in Ressano Garcia. equipping the SGB and Smt with strategic planning skills will immediately benefit the management of the school, which will in turn have a swift and positive impact on teaching and learning. the basic improvement in the school’s infrastructure will not only create a conducive learning environment but also empower local families with temporary job opportunities. this inclusive approach to the development of the school creates a deep sense of ownership by the community that will contribute to the sustainability of our interventions.

through the strategic partnership with the Africa Foundation for Sustainable Development and in close collaboration with the local government, the school and the community, this programme will benefit the lives of the learners and educators in the school and make a lasting impact on the education of future generations.

PARTnERinG WiTh ThE ADoPT-A-SChool FounDATion

In addition to facilitating the growth and development of the children, communities and, in effect, the future of Southern Africa, Adopt-a-School partners receive a number of benefits:

the Foundation is registered as a Section 21 company with PBo status and has an independent Board of Directors. Any donations are therefore tax deductible.

Adopt-a-School is B-BBee compliant. Partners may therefore receive Bee points for community development.

Frugal financial management, transparency and accountability of all donations.

exposure: Adopt-a-School acknowledges all anchor donors on its web site, at events and on marketing material.

AUthoR

nicola Vogel, communications and Fundraising manager, Adopt-a-School Foundation


www.mdg-review.org


20 World Vision: millennium Development Goal 4; Reduce child mortality

26 mDG Summit and exhibition launch 2012 chairman’s opening and closing remarks

healthcare, Food & Agriculture,

transport & logistics




Image Credit: John D McHugh.

By ChARlES BADEnoCh, WoRlD ViSion inTERnATionAl PARTnERShiP lEADER FoR ADVoCACy AnD juSTiCE FoR ChilDREn

AlmoSt SeVeN mIllIoN children under the age of five die every year, the majority from preventable causes. twenty years ago, this figure was more than 12 million. It’s gratifying to see the progress that can be made when concerted effort and attention is paid, but

seven million is still a tragedy, and something we cannot become

complacent about.

this is why World Vision launched its first global advocacy campaign

in 2010, a five-year effort to improve and accelerate efforts to

Millennium Development Goal Four:

Reduce childmortality

heAlthcARe, FooD & AGRIcUltURe, tRANSPoRt & loGIStIcS


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1. Share itinerariesEnsure that copies of traveller itineraries arecirculated to all relevant colleagues soeveryone is aware where the traveller should beand when, in case they need to be contactedwhilst away.

2. Have a planPre-determine a plan to follow should anythinggo wrong, that everyone in your organisationis familiar with. If an incident does occur, byalready having a plan in place your emergencyresponse process will be far more efficient, lessstressful and more effective for all concerned.

3. Don’t rely solely on technologyTechnology is great, when it works, but whathappens when it fails? Travellers should carryimportant contact details with them in paperformat, just in case their mobile phone orlaptop breaks, or gets lost or stolen. Insurance,travel, and relevant medical documents shouldalso be easily accessible.

4. Check-in regularlyTravellers are advised to check-in with acolleague regularly. In this day and age it isusually easy to make a quick phone call, senda short email or even an instant message.There should be a plan in place to follow if atraveller fails to check in at any pre-arrangedtimes.

5. Learn a little of the localculture and languageTravellers should be encouraged to learn afew basic phrases of the local language orhave them written down in case they need tocontact the police or seek medical help. It is

also helpful to understand regional laws,cultures and customs, which can differ evenwithin countries.

6. Make a note of useful numbersAdvise your travellers to carry useful numberswith them; including those for local emergencyservices, hotels, airlines, embassies, cabcompanies, and colleagues’ mobiles.

7. Don’t keep all of yourvaluables in one placeIt is advisable that travellers hide someemergency cash close to their body i.e. in theirbag, pocket or belt just in case their cardsfail to work or their cash gets lost/stolen. Alsokeep ID separate and use the safety depositbox facilities at reputable hotels.8. Pre-arrange airport transfersIn unfamiliar cities and especially if arrivinglate at night, it is advisable that travellerspre-arrange airport transfers or arrangeto be met at the airport by a local, reputablerepresentative.9. Familiarise yourself with your destinationTravellers should invest time in preparing fortheir destination. It’s a good idea to look atmaps and understand key locations beforedeparting, and check the most practical andsafest ways of travelling locally.

10. Be discreetTell your staff to be aware of their surrouningsand to not make it immediately obvious thatthey are a traveller – dress appropriately, don’tdisplay maps or guide books unless necessary,cover anything displaying your identity ornationality, and stay in populated areas.

10 TIPS FORTRAVELLERSAFETYTravelling to any destination can be a risk, regardlessof how safe it is perceived to be. Events in Japan, the UKand the USA in recent years have proven that. All toooften travellers prepare thoroughly for lesser knowndestinations yet don’t think twice when they travel tomore familiar cities and countries. Below are some toptips for staying safe while travelling, no matter where:

By Steve Summers, CEO Key Travel.Specialists in travel for the non-profit community.

Full Page ad:Layout 1 26/9/12 15:38 Page 1

achieve millennium Development Goal four; reduce child mortality by two thirds by 2015. We believe that together, we can help end the deaths of six million children under the age of five every year by moving the political will of world leaders. our campaign is informed and motivated by the children and communities we serve, aiming to ensure political leaders turn their promises into action.

the child health Now campaign is already active in more than 40 countries, lobbying governments, mobilising communities working at the global level with key UN agencies to influence the structures and policies that affect child mortality. In 2012, the focus has been on tackling malnutrition, which is the underlying cause of more than one third of all child deaths. Already, on the global stage, the campaign has contributed to achieving:

• Approval of a new global target to reduce stunting caused by malnutrition in children under five by 40 per cent by 2025, as part of the Who comprehensive Implementation Plan for maternal, Infant and Young child Nutrition

• co-ordinated civil society engagement and input into the Government of Uganda National Action Plan for Nutrition

• Strong lobbying of the Government of India to join the Scaling up Nutrition movement

• commitment from the Indonesian Government to launch Scaling Up Nutrition in october, when it will also announce national targets for improving nutrition

• A strong focus on nutrition in a global resolution from the Inter-Parliamentary Union on maternal and child health (at the Kampala Assembly in April 2012), committing more than 100 national parliaments to review progress towards mDGs 4 and 5

to help reach mDG4, we are now working to ensure the adoption (or revision) of national targets for nutrition, in line with the global targets for reducing stunting, increasing rates of exclusive breastfeeding and decreasing the number of low birthweight babies. If successful, these would save two million children’s lives every year. Ultimately, good, life-saving nutrition is delivered in the home, so funding and national policies should, at all government levels from local to regional, support families.

this November will see World Vision’s first Global Week of Action, (November 13-20), bringing together people across the world who to show support for the millions of children at risk of illness or death from preventable causes like malaria, diarrhoea and malnutrition. As we’ve seen throughout history, when people raise their hands to ask and vote for change, it happens. For too many women and

children around the world, change needs to happen now. World leaders need to know people care, and Global Week of Action is their chance to show it.

World Vision has seen a number of successes through engaging communities in monitoring and holding their local leaders and governments to account – from social service and budget reviews to accountability processes – in more than 200 regions in 29 countries, a process called citizen Voice in Action, with results ranging from dialogue with local authorities to change in national policies. In some countries, such as Brazil and India, this engagement is carried out by children and youth; successes have included direct impact on access to and quality of health and nutrition programmes.

WhAT ThiS lookS likE

in BoliViA

half of the 60 Bolivian children under the age of five who die every day suffer from malnutrition, says Dr Ana maria Aguilar, head of the Bolivian government’s Zero malnutrition programme. It is, she asserts, one of the main health problems facing Bolivia today.

An estimated 23,000 children under 5 die every year in Bolivia and the tragedy Dr Aguilar says, is how easily they can be prevented.

“If we address malnutrition, we can stop these deaths.”

established to reduce - and ultimately eradicate - child malnutrition in the country, the Zero malnutrition programme works with pregnant

mothers before their child is born, through the first critical months, and into their early years.

It focuses on monitoring children’s growth, providing families with the tools they need to look after their children’s health, and ensuring good access to treatment for common illnesses.

organisations such as World Vision are vital to helping the Bolivian government to implement the programme, especially in the country’s


Mother of five Kudea Lema with her Peer Mother Alange Asefa. Credit: John D McHugh .

‘for too Many woMen and children around

the world, change needs to happen now. world leaders need to know

people care, and global week of action is their

chance to show it.’


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DAMCO_MDG_ad_FINAL2.pdf 3 2012/04/04 3:53 PM


AUthoR

Charles Badenoch, World Vision International Partnership leader for Advocacy and Justice for children.

rural areas, says Dr Aguilar. they also play a vital role in advising the government on elements of the programme that aren’t working, or need changing.

“Since the programme started, there has been a downward trend in the number of child deaths from malnutrition. I am confident that at some point in the future we will achieve zero-malnutrition in Bolivia,” says Dr Aguilar.

Getting there will take a range of solutions, from the complex at government level, such as a national nutrition plan and reviewing all government policies through a nutrition lens, to the straightforward at community level. Damian Silvestre, 53, knows this better than most. With his wife of 30 years teofila, he used to make an expensive, two-day trip once a month to get vegetables for his family. he did it because his family’s diet was basic and his children’s health suffered as a result; a long list of medical complications including stunting and vitamin deficiencies that have lasting effects into adulthood.

Growing a wide variety of food locally was almost impossible because of the inclement weather they experience in the Bolivian Andes. So World Vision worked with Damian and other families in his community to build greenhouses, enabling him to grow fresh fruit and vegetables for his children and grandchildren. Now Damian’s family – and many more like them – are growing and eating lettuces, tomatoes, spinach, celery, cabbages and turnips, some of them for the first time.

“I have seen a difference in my children since they started eating vegetables regularly,” says Damian. “Now my children do not get sick as much as they used to. Their weight is better and they are studying better at school.”

in EThioPiA

“In most cases, child undernutrition is a reflection of the high prevalence of poor caring practices, not a reflection of shortages in food supply.” World Vision Alive and thrive Project document, ethiopia

the ethiopian government’s health extension programme funds health extension Workers, who oversee 16 areas of basic community health in their districts, which can encompass hundreds of households. the programme relies heavily on volunteers to assist the health workers; World Vision in ethiopia recognised this need, and gap, and designed a Peer mothers programme, focused specifically on improving pregnant, newborn and children nutrition.

the health workers train Peer mothers, with World Vision support, to disseminate the messages of optimal breastfeeding and complementary feeding practices. each Peer mother covers 50 households, but only those with children aged 0-24 months, which is usually about 12 households at a time.

mother of five Kudea lema knew what she was doing. or thought she did. With four children already, she didn’t plan on doing anything differently with her fifth pregnancy. All of her other children were regularly sick with vomiting and diarrhoea when they were babies, but that was fairly common in her community and they survived, which was all that mattered.

then Kudea met Alange Asefa, a Peer mother supported by World Vision through the Alive and thrive programme, and heard in their first meeting that she had the power and ability to ensure her fifth child was healthier than her previous four.

“During pregnancy, I told her she had to add an extra meal, and to breastfeed straight away after birth to help expel the placenta,” recalls Alange.

this was new information to Kudea, the idea while pregnant she might have different nutrition needs to times when she wasn’t pregnant was not something she had come across.

“Previously, I did not have extra food while I was pregnant. This time, I ate more and on the day of delivery I did not feel weak.”

And that was just the beginning. through Alange’s visits, Kudea learned about breastfeeding baby Pawlose within the first hour of birth – something she had not done before, as tradition dictated they waited for the placenta to pass before breastfeeding. She heard that the colostrum holds vital nutritious qualities where she had always believed it was bad for babies, and that exclusively breastfeeding her child for six months, which includes no water as she’d done previously, was the best thing she could do to provide Pawlose with the nutrients he needed to set him up for life.

“There is a big difference between the health of my children. Because of the counselling I have received, this baby is the healthiest of all my five children.”

in uGAnDA

only 10kms from the Uganda-Rwanda border, Kamwezi health centre was a sore point with the community of Kamwezi, Uganda.

With a shortage of staff, 17 in total, and a large number of patients, the clinic was unable to offer quality services. the centre’s location, near the Rwanda border, meant large numbers of Rwandans visited the clinic on a daily basis, the local community became discouraged to seek treatment at the centre.

World Vision organised a community gathering attended by the facilities service users and service providers. they identified challenges to service delivery and made suggestions for improvement. As part of the action plan, it was agreed that community based organisations would encourage members of the community to go to the clinic for treatment. A key part of the plan was to take the issue of staff shortages to local authorities.

the initiative challenged the community to be resourceful and both learn about and exercise their rights. In the eight months that followed the first community meeting, the number of staff members at the clinic had grown to 29, and the people of Kamwezi were using the health centre more frequently.

“Since the day of the community gathering, patients from within the sub-county now come in great numbers especially when they get to know that the drugs have been delivered. Depending on the season, in a day we can work on more than 200 patients, which was not the case before. I feel this gathering provided a platform for the community members to know that our services are primarily for them to benefit from and not anybody else,” said a health centre staff member.

FURtheR INFoRmAtIoN

For more information on World Vision and Global Week of Action, please visit www.wvi.org or www.childhealthnow.org


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Terry Booysen (right) chairing a forum with (right to left) Terri Robl, Mikkel Vestergarrd Frandsen and Gabrielle Gauthey.

OPeNING the eVeNt the chairman extended warm South African greetings to the guests and went straight into the importance of the event:

I am reminded of the adage that “with great power comes responsibility” and with great responsibility we must be willing to be held accountable when we fail to deliver in areas that affect the basic human rights and the dignity of people. South Africa is known to have one of the most progressive constitutions world-wide, and whilst it promises so much to its people, regrettably millions still do not feel the relief it advocates. Similarly, this situation is found in many other parts of the world.

For this reason -- amongst others -- the mDGs are a commitment by many countries and their leaders that promises her people a better life. Drawing from South Africa’s constitution -- chapter two -- in our Bill of Rights it states that our people -- should have, amongst other, the right to lIFe and:

• the right to equality before the law

• the right to freedom from discrimination

• the right to human dignity

• the right to freedom from slavery, servitude or forced labour

May 2012 saw the launch of the final countdown to the 2015 MDG deadline set in 2000 by 189 nations promising to free people from extreme poverty and multiple deprivations. Chairing the event was Terry Booysen (CEO) at CGF Research Institute (Pty) Ltd.

MDG Summit & Exhibition Launch 2012 Chairman’s Opening and Closing Remarks

mDG ReVIeW SUmmIt RePoRt

MDG Review

2012

Summit &Exhibition


mDG ReVIeW SUmmIt RePoRt

• the right to privacy

• the right to freedom of speech and expression

• the right to education

• the right to a healthy environment, and for it to be protected

• the right to property and housing

• the right to food, water, health care and social assistance

And for our children, they are promised the right of parental care and the right to a basic standard of living, the right to be protected from maltreatment and abuse, the protection from inappropriate child labour, and the right not to be detained.

these rights, as enshrined in South Africa’s constitution are reflective of the mDGs, and are mirrored in many other nations across the globe. the questions we need to be asking ourselves are;

1. how far are the various countries from achieving their respective mDGs?

2. What goals have truly been achieved, and have these been independently verified?

3. Who has done it right, and can we learn from them to expedite the progress?

4. What goals are likely to be missed, why, and is this acceptable?

5. Should these goals and their attainment precede other agendas set by governments?

6. Should the mDGs be a critical KPI at individual levels in government?

7. Should governments be held accountable for the attainment of the mDGs?

8. What incentives have governments provided businesses to assist in the attainment of the mDGs?

9. Who should ultimately be held accountable for failure of the mDGs by 2015?

ladies and gentlemen, as countries who claim to be concerned about these matters, and countries who espouse the values and principles of practicing good governance and integrated reporting; each and every one of us has a role to play and to ensure that our countries and their respective leaders are held to account for their leadership or lack thereof.

civil society – and for the sake of humanity – requires a spirit of ubuntu, which is drawn from our African culture and has a meaning of togetherness – the essence of being human and that we cannot exist as a human being in isolation. In this spirit, we all need to be leaders who path the way such where our moral consciousness is constantly aroused until we are truly able to say that these goals have been achieved, better still, exceeded.

After the two days of various breakout sessions and discussions, the chairman closed the event with these remarks:

Whilst we should be reminded of our own comforts and timelines, these are surely not the same for those less privileged who are critically dependant on our collective efforts to rapidly achieve these goals.

these goals are quite different to any other, and so they should be – lIVeS literally hang on the balance of either our successes or failures in achieving these goals. time is not a luxury we can afford!

We must be reminded that these mDGs are people centered, and they depend upon our humanness; our compassion for fellow human beings. We know that man cannot be an island to himself and in a human supply chain; we are only as strong as the weakest link. In order to achieve these goals, which are indeed measurable – we are critically dependant upon partnerships, at all levels. Indeed the weak, or less developed countries cannot simply expect a ‘bail-out’ – they need to be taught how to fish, rather than simply being provided AID. President Barak obama reminded us that Africans potential can be unlocked by Africans, but in order to do this, good corporate governance must apply. this means that rampant corruption, bribery and extortion must be radically dealt with and its perpetrators brought to book. clearly, as Prof Bob Garret writes, the fish rots from the head and it will be up to each of us to get our houses in order -- individually, at business levels and governmental levels.

there’s no doubt that these goals cannot be achieved, we just need the political will to set aside disparate thinking, agendas and projects and work on these mDGs so that the estimated 450 million people who live on less than $1 a day, will begin to believe in humanity, in themselves and a world that reverses its destructive behaviour.

Terry Booysen chairman mDG Summit 2012

ABouT CGF RESEARCh inSTiTuTE (PTy) lTD

cGF is a Proudly South African company that specialises in conducting desktop research on Governance, Risk and compliance (GRc) related topics, amongst other related company secretariat, regulatory and compliance services.

the company has developed numerous products that cover GRc reports designed to create a high-level awareness and understanding of issues impacting a ceo through to all employees of the organisation.

to find out more about cGF, its patrons and their respective services, access www.cgf.co.za or www.corporate-governance.co.za

FURtheR meDIA INFoRmAtIoN:

terry Booysen (ceo)

cGF Research Institute (Pty) ltd

office: (011) 476 82 64 / 1 / 0

cell: 082-373 2249

Fax: 086 623 1269



www.mdg-review.org


Water & Sanitation, energy & environment

1: Eradicate extreme poverty and hunger 2: Achieve universal primary education 3: Promote gender equality and empower women 4: Reduce child mortality

5: Improve maternal health 6: Combat HIV/AIDS, malaria and other diseases 7: Ensure environmental sustainability 8: Develop a global partnership for development


30 creating shared value at Nestlé

Working with the Fair Labor Association. Photo © Nestlé.

By nESTlÉ

EVeRY DAY, oNe billion Nestlé products are being purchased around the world. Since our founding in 1866, we aim to delight consumers with tasty, nutritious and healthy food and beverages, which are made in a responsible way that preserves the environment for

future generations as well as improve the livelihoods of the people throughout our value chain. And addressing these environmental and social challenges is becoming even more critical with the increasing world population as well as the unprecedented food and water crises that have severely impacted human health, food security and the environment.

With a product portfolio that includes over 10,000 brands and business operations in more than 150 countries, we are the world’s largest food and beverage company. thus, we believe, we need to improve not only our operations and positively impact the communities where we operate, but also play a leadership role in addressing crucial environmental and social challenges.

ouR CREATinG ShARED VAluE APPRoACh

While solutions to these problems must start from engaging in public policy development, we strive to manage our resources diligently

within our own sphere of influence. We would like to share how Nestlé’s creating Shared Value approach is making a tangible impact in addressing these global environmental challenges as a business.

our approach to business is ‘creating Shared Value’, a concept developed with Professor michael Porter from harvard University. creating Shared Value encourages each organisation to create economic and social value simultaneously by focusing on the social issues that each is uniquely capable of addressing. We believe that for our business to be successful in the long term, it must create value not only for its shareholders but also for society. In other words, both economic and social progress must be addressed and there should be a clear economic or business benefit and a clear social benefit.

We use the term creating Shared Value to describe the relationship we have with the societies we serve and in which we operate. It underpins everything that we do to build trust in our company. Simply put – it is the ‘way we do business’.

It is however important to note that we see creating Shared Value as built on strong foundations of compliance and environmental sustainability. You cannot create shared value if you don’t abide by national laws, relevant conventions, and our own regulations (which

Creating Shared Value at Nestlé

WAteR & SANItAtIoN, eNeRGY & eNVIRoNmeNt

Building or refurbishing schools. Photo © Nestlé.


T H EH I P P O W A T E R R O L L E RP R O J E C T

“ a p p r o p r i a t e t e c h n o l o g yf o r i m p r o v e d a c c e s s

t o w a t e r ”

h i p p o r o l l e r . o r g

• Award winning South African inven� on (1991)• Purposely engineered for use in tough rural condi� ons• Eff ec� ve weight is only 10 kg on level ground• Robust drum and steel handle for rolling along rough terrain• Carries 90 litres of water (equivalent to 5 buckets carried on the head)

WHAT IS A HIPPO WATER ROLLER

• 42,000 Hippo Rollers distributed to date • 300,000 direct bene ciaries (household average of 7 per Hippo Roller)• 19 years of being tested and proven in the eld• Distributed mostly in Southern Africa and at least 16 other developing

countries

SOME STATISTICS

Former South African PresidentNelson Mandela and HWR Project

Founder Grant Gibbsr

• Carries more water (90 litres) more easily than tradi� onal methods• Saves substan� al Time and Energy• Provides a exible infrastructure to access mul� ple water points which

change throughout the year• Bene ciaries experience the bene ts of the Hippo Water Roller

immediately

• Many people are forced to carry water to their homes on a daily basis, o� en for long distances

• Heavy 20 litre buckets are carried on their heads, causing long-term injuries

• This is also very strenuous and � me consuming• This aff ects mostly woman and children

WHY IS IT NECESSARY BENEFITS OF A HIPPO ROLLER

• Corporate colours used on the drum and cap• Op� on to include logo on the cap • Promo� on of social investment contribu� ons• Posi� ve brand associa� on while mee� ng a real need

BRANDING OPPORTUNITY FOR SPONSORS

often go beyond our legal obligations), as well as ensure that our activities are sustainable and preserve the environment for future generations.

MAnAGinG ouR DiRECT oPERATionS

Nestlé operates 461 factories in more than 80 countries and uses a range of products that originate from farms, forests, and the oceans. Nestlé is committed to develop its business in a way that safeguards natural capital, and in particular, biodiversity and ecosystem services. As part of our actions to minimise the environmental impact of our operations, we mapped the presence of significant biodiversity against all our factory sites.

We apply a life cycle approach, involving our partners from farmer to consumer, to improve the environmental and social impacts of our products and activities. At all stages of the cycle, we aim to use natural resources efficiently, promote the use of sustainably managed renewable resources and target zero waste.

We implement projects that help us reduce our use of water, non-renewable energy and greenhouse gas (GhG) emissions, and improve the environmental performance of our products. In addition to our long-standing focus on water and energy efficiency, we have defined specific objectives to reduce absolute GhG emissions and waste, while demand for our products continues to rise.

We use municipal wastewater treatment facilities wherever possible, but where these are not efficient enough, we invest in our own facilities, returning treated water to the environment.

In order to maximise operational efficiency, we embed sustainable water management into our business and implement water-saving

programmes that help us reduce water withdrawals, increase reuse, make use of alternative water sources and improve the water efficiency of our products. overall, between 2001 and 2011 we reduced water extraction by 28%, while our production volume rose over the same period by 73%.

Approximately 12% of the energy we use in our factories is from renewable sources in 2011, and an increasing number of factories achieved zero waste to landfill. When it is not possible to reduce waste, we reuse, recycle or at least recover energy. Since 2001, greenhouse gases (GhG) emissions in Nestlé factories were reduced by 17%. At the same time production volumes increased by 73%, resulting in a 52% reduction of GhG emissions per tonne of product.

In recognition of our improved performance, Nestlé is included in the Global 500 carbon Disclosure leadership Index for our proactive approach to climate change; and has the highest score among food producers.

our efforts have been recognised and we were awarded the Stockholm Industry Water Award last year for our leadership, performance, and efforts to improve the water management in our supply chain.

We are committed to use only palm oil from sustainable sources by 2015 and became the first company to commit to eliminating tropical rainforest deforestation in our supply chain. Nestlé also shares the

consumer Goods Forum commitment to help achieve zero net deforestation by 2020. through our membership in the Forest trust (tFt), we are working with our suppliers to meet a series of principles to achieve this. Forest conservation is an integral part of our responsible sourcing guidelines which we develop for our main commodities, such as palm oil, soy and paper, and ask our suppliers to comply with.

MAnAGinG ouR SuPPly ChAin

We are working with local communities where we operate to create opportunities for them and help improve their livelihoods, at the same time as developing our own operations. We give preference to suppliers who continuously strive to improve efficiency and sustainability of their operations. our “Nescafé Plan” brings under one umbrella the company’s commitments on responsible coffee farming, production and consumption to further optimize our supply chain. through the cocoa Plan, we are training farmers to help them to increase yields, reduce disease, respect the environment and produce a better quality crop which attracts higher prices.

Since 70% of fresh water use happens in agriculture, we need to make sure we are helping farmers in our supply chain manage water more efficiently. We have more than 12 agricultural water management projects around the world, linked to the Sustainable Agriculture Initiative.

Nestlé is using a farm assessment tool (RISe) to help farmers improve their farm management including soil erosion and fertility.

CoMMuniTy EnGAGEMEnT

Working with non-governmental organisations, we help fund, support and run sustainable water management schemes, so that people living in the communities where we have facilities have access to clean drinking water and better understand the importance of hygiene and sanitation. In many cases, such engagement is directed at improving conditions of communities on whom we depend for raw material supply.

our community engagement extends across several projects, a prominent example being our partnership with the International Federation of the Red cross and Red crescent Societies (IFRc) to develop water and sanitation infrastructure in the cocoa-growing villages of côte d’Ivoire.

ouR lonG-TERM ViSion

there are no short-term solutions to these challenges. At Nestlé, we’ve always believed the best way we can address these challenges is by taking a long-term view. our long-term commitment to the environment, to the communities where we operate, and to our own employees is never sacrificed for short-term performance. to this effect, Nestlé has developed a comprehensive series of strategic key performance indicators (KPIs) as part of our commitment to more evidence-based reporting. these measures also ensure we continue to improve our performance through innovation, investment, learning and collaboration. Behind these figures are more than 100 social and economic projects covering a range of themes around nutrition, water and rural development, many of which we are operating in collaboration with partners from industry, agriculture, governments and non-governmental organisations.

our ambition is to produce tasty and nutritious food and beverages that also have the best environmental impact, so we will continue to improve our operational efficiency and environmental and social performance. While we are pleased with our progress to date, we are aware that we still face many challenges ahead and we hope to continue to address them by working together with governments, other business and civil society to continue to create shared value.

WAteR & SANItAtIoN, eNeRGY & eNVIRoNmeNt

Recommendations from the Fair Labor Association. Photo © Nestlé.


millennium develoPment goal on safe drinking water reaches target early

the successful efforts to Provide greater access to drinking water are a testament to all who see the mdgs not as a dream, but as a vital tool for imProving the lives of millions of the Poorest PeoPle.

ban ki-moon

the target for sanitation is one of the mdgs that is most off-track. globally, it is Predicted that the target will not be reached until 2026.

unicef joint monitoring Programme for water suPPly and sanitation (jmP)

.

R

Respond to needs of communities hit by disasterAccess information and mobile money

Impacting theMillennium Development Goals

Reducing kerosene consumption, saving tonnes of CO2.

Accessible Quality Solar Solutions

BUILDING BETTER LIVESSuite 204, 2 Pembroke Street, Epping, NSW [email protected], www.barefootpower.com

Bringing affordable renewable energy to

15 million people.

Training entrepreneursto establish income

generating energyenterprises.

Improve education for students and teachers

Generate income for small businessKeep families safe from open �ames

www.mdg-review.org

1: Eradicate extreme poverty and hunger 2: Achieve universal primary education 3: Promote gender equality and empower women 4: Reduce child mortality

5: Improve maternal health 6: Combat HIV/AIDS, malaria and other diseases 7: Ensure environmental sustainability 8: Develop a global partnership for development


37 cGF: Governing organisations on equal basis: Non profit organisations (NPos)

40 AIDeX 2012: Aid effectiveness in times of econimic crisis

Security & Sustainable Development




Image: AIDEX



By CGF RESEARCh inSTiTuTE

TheRe’S A PRoVeRB that says, “what’s sauce for the goose is sauce for the gander” - this expression can also generally be interpreted to mean “what’s good for the male is also good for the female.” Whilst this proverb refers largely to gender-equity based issues,

it could also apply to the manner in which corporate governance principles should be equally applied in the context of business, no matter its type, size or value.

Rather interestingly, since the launch of the King Report on Governance for South Africa 2009 (King III) which became effective on 01 march 2010, a cape town based non-profit group has claimed growing support on behalf of a civil Society Working Group -- called the Working Group -- to disregard King III for non- profit organisations (NPos).

the Working Group suggests the King III provisions are impractical for NPos and by their own admission “recognised the need for

South African civil society to formulate and adopt its own distinct

code, rather than (to) be regulated by government or corporate

sector codes”. to this end, they have now introduced their own draft

code, which notably is devoid of many of the King III provisions and is known as the Independent code.

Whilst the intentions of the Working Group may have been good; and even with their claim that they have “consulted hundreds of NPOs across the country”, one wonders why yet another code for governance is necessary when a far more thorough set of governance guidelines have been assembled by the local and international subject matter experts originally convened for the King III commission and the writing of King III.

expectedly, a lot of confusion has set in with the introduction of the Working Group’s new draft code. one needs to seriously consider the implications such a code will have upon corporate businesses, including other major donors of NPo funding when a new set of governance codes is introduced, which according to the Working Group is completely different to the recommendations of King III, and very much reduced of its criteria as compared to King III.

Besides the fact that some of the larger NPos asset base is as large as those of private and even listed companies, corporate funders and donors of NPos need assurance that their donated funds

Governing Organisations On Equal Basis: Non-Profit Organisations (NPOs)

SecURItY & SUStAINABle DeVeloPmeNt

job creation is not simPly the role of the government. Policy can only go so far. as long as our businesses focus on Profit only or even Profit mainly, job reduction will continue to be the number one Priority for every newly aPPointed ceo. for all the Praise that neoliberal thinkers give to free trade, they forget to consider this one small fact. we need new business models as much as we need new develoPment models and new Policy oPtions.

loulia fenton – devroast


are being used responsibly, and that strict measures of governance are in place for accountability purposes. By suggesting a ‘lesser’ governance code as introduced by the Working Group is better suited for all NGos -- who are estimated to tally around 150 000 organisations -- is surely a fast way to discourage future funding and is frankly speaking, irresponsible and unfair to NGos in the long run.

once reading the Independent code which consists of 18 pages, one quickly realizes that this rather ‘relaxed’ code -- unlike King III which provides more structured detail and numerous Practice Notes as recommendations for implementation -- can become open for abuse by unscrupulous NPo officers who “self regulate” and then claim to be practicing good governance. of course a person could argue the same about King III; however King III’s audit, risk, combined assurance and external evaluation recommendations (as examples of additional measures not detailed in the Independent code) certainly do make it a lot more difficult to circumvent King III as compared to the Independent code.

Besides the confusion this code may still cause amongst many of the larger NPos, its authors have clearly ‘watered down’ many of the provisions found in King III, and they have also failed to address many critical issues of governance. this in turn could prove disastrous, particularly where larger NPos control vast sums of money and / or have large or complex organisations. to illustrate this point further, the Independent code lacks any form of practical guidance particularly where the NPo has no members, and the Board has -- in reality -- no up-line accountability for its poor, or non-performance besides reporting to itself. the Independent code also misses the point of Board accountability, stating that the “Board must hold management accountable for the practical implementation of (its) their responsibilities”. the Independent code further states, “while affirming the critical responsibility of the Board, there are other stakeholders of an NPO who also bear a share of the responsibility, and they too must play their part in ensuring that effective governance takes place.”

Following this thinking, two critical questions arise;

1. to whom is the NPo Board ultimately accountable, particularly when there are no members, and

2. surely all accountability rests with the Board, and the Board only (as is stated in King III but remiss in the Independent code).

As for good governance, in general terms the Board is fully accountable for the organisation’s risk and risk management including the financial affairs of the organisation, whilst management are responsible to implement programmes that mitigate these risks. Whilst management are held responsible for not mitigating risk, the ultimate accountability must always rest with the Board and the Board remains answerable to the company or other entity constituting the NPo. When these risks are not fully factored by the Board, the Board members must be held to account by their shareholders derivatively and / or the members in the case of the

NPo. Where a NPo does not have members, it would be advisable for the NPo to approach its major donors and request of them to become members so that accountability exists between the Board and the selected members of the NPo. the liabilities attached to poor governance must be the same for both private organisations as well as for NPos.

Whilst the Independent code was conceived by what appears to be a very small group of people, it may have been more useful to rather apply King III -- based on its ‘flexible apply or explain’ basis -- than to write a new code for NPos. In so doing, not only would this approach provide a common and more complete view of good governance principles across all organisations, it would also be far simpler if all organisations, including NPos, were singing from the same hymn sheet. of course, whilst not wishing to detract from the importance of a singular

standard of good governance principles as found in King III, it is important to note that King III is an aspirational code, and if NPos were finding themselves constrained by a lack of resources to adopt its recommendations, they could phase in the basic principles which are applicable to them, over a period of time.

to suggest that the King III code, hailed as an international benchmark for corporate governance across all organisations, does not adequately reflect the values and ethos of the NPo sector, and that the King III principles are completely impractical and unaffordable for many non-profits, makes no sense at all.

the intention of King III was to allow any organisation to adopt its governance principles as they deem necessary, and where deviations occur, organisations need to explain the reasons thereof. to create a new code of governance for NPos is certainly not necessary and if this were in any circumstance to be commended, then surely a whole new set of governance codes should also be considered for state owned entities, sole proprietorships, close corporations and other forms of informal business entities. there needs to be one set of governance standards to which all entities must abide. of course, with King III being flexible, they can be scalable to meet the specific requirements of smaller or less structured businesses. At the end of the day we are dealing with a value system, and this value system must have equal benefit as well as equal penalties when those in control of organisations flout the accepted parameters, especially where people and money are concerned.

FURtheR INFoRmAtIoN

more information regarding cGF can be found at www.cgf.co.za For further information contact:

cGF Research Institute (Pty) ltd terry Booysen (chief executive officer) office: (011) 476 8264 cell: 082 373 2249 e-mail: [email protected]

Article issued by cGF Research Institute

‘at the end of the day we are dealing

with a value systeM, and this

value systeM Must have equal benefit

as well as equal penalties when

those in control of organisations

flout the accepted paraMeters,

especially where people and Money

are concerned’


(PTY) LTD


Aid effectiveness in times of economic crisis

HoW ShoUlD the humanitarian aid and development community use aid strategically during the economic crisis? What are the latest approaches and smart investments that help save lives and build resilience? these are the central questions that

will be discussed and debated at the second Aidex exhibition and conference, taking place in Brussels on october 24 and 25.

this year the event is organised under the patronage of the eU’s humanitarian aid chief Kristalina Georgieva.

Aidex has become the leading event for aid professionals in europe and is supported by aid organisations including (amongst others) the UN’s refugee agency (UNhcR), the eU’s humanitarian Aid office (echo), médecins Sans Frontièrs, Red cross, oxfam, Islamic Relief

Worldwide, World Vision International and Advance Aid. more than 2000 aid experts from across the world will attend the conference, alongside 200 suppliers of relief products and services representing all different areas of the sector.

chronic food crises such as those in the Sahel and horn of Africa have made it clear that the humanitarian community must take a more strategic approach to dealing with emergencies, particularly as funding becomes tighter and disaster management more complex.

“When times are tough we need to focus on what works. Some of the innovations our partners will showcase at AidEx 2012 are a perfect example of how we can successfully link humanitarian aid with long-term development,” said Nicholas Rutherford, Aidex event Director.




By AiDEx


SUSTAINABLEENERGY Supports your mission in achieving the MDGs

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• Affordable• Easy-to-use• Modular solutions• Lightweight• Portable• Durable• Kit packaging for easy distribution

For more information and contact details please visit: www.bestneteurope.com and www.toughstuffonline.com

Please join Bestnet at AidEx Hall 6 - Stand B68 We’d be delighted to show you our range of affordable solar energy solutions, and discuss how they could help your organization achieve its mission and contribute to the Millennium Development Goals.

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•Provides emergency communications

•Allows access to information

•Creates fi nancial savings

Solar solutions for life

Ad_Aidex_NPT-Sunlife_TS_12.09.2012_v5.indd 1 12/09/12 15.03

this priority will be reflected throughout in the conference programme, entitled “The Changing Face of Aid”. this year’s line-up of expert speakers and panellists Director General european humanitarian Aid office (echo) claus Sorensen, and UN World Food Programme’s Deputy executive Director and chief operating officer, Amir Abdullah. their speeches will complement prominent voices from other major humanitarian aid and development agencies and organisations, such as the World Food Programme, UN office for the coordination of humanitarian, UN Food and Agriculture organisation, World health organisation, UN Development Programme, UNIceF, cARe, Save the children, Plan International and Direct Relief.

Aidex will also provide the opportunity to meet the major donors face-to-face and find out more about the rules to access crucial funding. Delegates are invited to drop in at the Aid Donor Advice clinic to meet representatives from a number of national aid agencies, such as the German Agency for International cooperation (GIZ), the

FREE ConFEREnCE SESSionS

• A Donor Perspective of the Future

• the humanitarian Future

• Are we prepared for this future?

• the reality of aid: only 3 of 8 mDGs achieved. Where are we going wrong?

• From Food Aid to Food Security: New approaches to the new reality

• New models for Aid Delivery: Is the NGo dead?

• the Future of Partnerships

• Who will drive the agenda in the future?

• Preparing for the Unexpected: Sourcing & stockpiling in advance of a crisis.

• Professionalization of Aid: From well-meaning generalists to dedicated specialists.

• Shareholder humanitarianism: Is aid delivery driven by short term donor objectives?

• Social media and Aid

• Are we prepared for the future?

‘when tiMes are tough we need to focus on

what works. soMe of the innovations our partners

will showcase at aidex2012 are a perfect exaMple of how we can successfully

link huManitarian aid with long-terM developMent.’

nicholas Rutherford, AidEx Event Director.



Swedish International Development cooperation Agency (SIDA), the Belgian Development Bureau (B-Fast), the eU humanitarian Aid office (echo) and the Directorate for Development cooperation of luxembourg.

Under the umbrella of the Developing Supplier World Zone, 25 unique sub-Saharan African and South east Asian suppliers will demonstrate how their local equipment and services can make their regions more ‘disaster secure’, meaning that they are able to respond to their own disasters without an over-reliance on aid and imported goods. exhibitors in the Zone include Reltex tarpaulins Africa, Sunfire Solutions and the Ghana Bamboo Bikes Initiative, winner of the 2012 World Business and Development Award.

In addition, the Aid Innovation challenge will showcase cutting-edge offerings from both young independent designers and emergency relief manufacturers. external judges include trevor Baylis, inventor of the wind-up radio, and michael Pritchard, creator of the lIFeSAVeR water bottle, who are patrons of Aidex for a second year in a row.

And after a very successful first year, Aidex is bringing back the humanitarian hero of the Year Award - which aims to recognise outstanding individuals from any area of the humanitarian and development aid community.

FURtheR INFoRmAtIoN

For further press information please contact Anna Biernat at Weber Shandwick on +32 2 894 90 16 or email [email protected]

AUthoR

nicholas Rutherford, AIDeX event Director

WFP UNochA FAo Who UNDP UNIceF UNhcR médecins Sans Frontières

oxfam cARe Red cross / IFRc World Vision International Plan International Islamic Relief Worldwide Save the children Advance Aid

EVEnT hiGhliGhTS

confirmed participants:

WhEn AnD WhERE

Wednesday 24 october 9:30 – 17:30

thursday 25 october 9:30 – 17.00

Brussels expo, hall 6, Belgium

Register for FREE entry at www.aid-expo.com

…and 200 suppliers of humanitarian aid products.



WECOEMPREVIEWw o m e n e c o n o m i c e m p o w e r m e n t

www.wecoemp.com October 2012

in this issue:

46 africa foundation

49 rainbow collection

52 global Partnerships forum

55 the worldwatch institute

1. RATionAlE

this project is aligned with the objectives of the United Nations Development Programme (UNDP) - Global environment Facility (GeF) Small Grants Programme (SGP). the GeF SGP, provides communities and civil society organizations in developing and transition countries with grants to enable them to implement projects in the focal area of climate change. these community-based projects meet environmental objectives while at the same time also supporting poverty reduction and local empowerment objectives.

this project also seeks to address the millennium Development Goals by piloting community-based Decentralized Rural electrification management with the objective of ensuring livelihood security and at the same time addressing climate change. It aims to enhance the capacity of the community and institutions of decentralised governance for integrating sustainable livelihoods in participatory micro planning while ensuring equity, transparency and accountability. the project will also build resilience of local communities and landscapes. It seeks to demonstrate gender equitable and community-driven approaches to poverty elimination through ecologically sustainable livelihoods for strengthening public policy.

the increasing cost of energy will further disadvantage the most vulnerable of communities. According the Paul o’Flaherty, chief Financial officer of eskom, “We have to balance the reality of the economy versus what Eskom needs. The average price per kilowatt-hour was 60c but it needed to be 90c to cover the cost of Eskom’s expansion programme and interest of about 10% on borrowings set to reach R350bn by 2015.” eskom has increased the price of electricity by 31% in 2010, by 16% in 2011 and 2012, with further demands for annual increases of between 14,6% and 19%. the consequence of the exponential increase in the cost of energy will further drive energy and food insecurity within our Rural communities and will potentially further drive the demand for fossil fuels as an energy source for heating, cooking and agricultural activities. the knock-on effect is a further increase in the greenhouse gasses that will be released as well as a further increase in land degradation due to harvesting of plants.

According to research conducted by Greenpeace Africa, South Africa could address climate change and simultaneously create 78,000 new jobs in less than 20 years if the government seizes the opportunity to go green. the research indicates that a switch from coal to renewable electricity generation would reduce South Africa’s carbon dioxide emissions by 60% by 2050 and also create more jobs than if the country continues along the conventional business path. melita Steele, Greenpeace Africa’s states that “South Africa faces two seemingly intractable problems; poverty and joblessness. It is time for South Africa to begin investing in people rather than in fossil fuels. All we need now is bold energy policy from our leaders.” especially in the context of today’s economic instability, investing in renewable energy technologies

is a “win-win-win” scenario: a win for energy security, a win for the economy and a win for the climate. Business as usual energy scenarios like the long term mitigation Scenarios (ltmS) “Growth without constraints” come at a cost to the climate and the economy.

2. oBjECTiVES

our most vulnerable communities in remote, rural areas lack access to conventional energy sources as well as the exorbitant and ever increasing cost of eskom energy. they rely on paraffin, candles and/or firewood for basic energy needs placing increasing pressure on the local environment as well as having a dramatic negative impact on the global environment. It is estimated that one rural family in Africa typically burns 60 litres of paraffin a year, releasing one ton of co2 in less than ten years.

the other negative consequence of these fossil fuels are the deaths, especially those in children due to candles and paraffin burners being knocked over or left burning throughout the night, the resultant shack fires that decimates many shacks in a single fire, where communities lose all their possessions All these events places stress on the environment and on the Public treasury of the country. this devastating and costly episode can be completely eliminated. Solar energy provides an immediate alternative energy solution while simultaneously impacting the human development including poverty reduction, gender equality, education and health. however, there is a need to enhance the capacities of local communities to build, install, maintain and repair solar technologies and local women could play a significant role in addressing these issues.

With this in mind the primary objective of this project is to implement a special purpose vehicle that will facilitate a Rural Decentralized Solar electrification Platform operated by Women from the community. the platform will be sustainable, financial viability, scalable and replicable. more importantly, is that it will be operated on commercial basis generating revenues from the training, the sale, installation, service and support of the off-grid system. the objective of the initiative is to build local capacity and electrify the poor by reducing/eliminating the dependence on eskom energy, communities will have access to clean, low-cost solar energy. the additional benefit will be the early stage education and development of the community to better understand and appreciate the importance of environmental sustainability in the areas of Biodiversity, land Degradation and Sustainable Forest management, climate change, Water Improvement & management and Persistent organic Pollutants. this is especially important in deep rural areas and in areas where mining activity has taken place where land rehabilitation,

A Demonstration Project To Develop The Capacities Of Rural WomenCase Study: To Operate Decentralized Solar Electrification

by: Harvey Keown, Managing Director, Africa Foundation for Sustainable Development

www.wecoemp.com46 | WECOEMP REVIEW

Percentage of hungry PeoPle in develoPing countries falls to less than 15%, but Progress on ending hunger is significantly slowing - the Percentage of hungry PeoPle in develoPing countries has fallen from more than 23% in 1990-92 to less than 15% in 2010-12, bringing the estimated number of hungry PeoPle in develoPing regions to 850 million in 2010-12

the unstate of food insecurity in the world rePort

water improvement & management and economic activity have to exist beyond mine closure.

3. APPRoACh

Research has proven that Women, given the correct support become the pillars of any community. these same Women will then become the main advocates to further expand and replicate the project. this is especially true in deep rural communities where the men seek employment far from home, eg in the mines. this project therefore seeks to by empower Rural Women to be completely self-sufficient and financially independent by using this solar energy initiative to build a sustainable business based on renewable energy technologies. If we are to address the issues contributing to climate change, at the most fundamental level a significant change in behaviour is required. For this reason the focus will be on education and training of women entrepreneurs, learners and Youth. this will help ensure that at the early stages youth will have the knowledge on conservation and appropriate use of energy instilled on them.

A) TRAininG & SkillS DEVEloPMEnT

Focus on training, skills development and capacity building of the Women within the community. this is especially important as this will establish a solid platform to launch the on-going training, establishment of the Small medium micro enterprises (Smme) that will be responsible for sales & marketing, installation, service, support and repairs.

B) PRoDuCTion & SERViCES

During the training phase pilot installations will be undertaken within the community. this will ensure that the theoretical training is supported with hands-on installation, service and support.

C) SMME DEVEloPMEnT

Develop the Smme’s to be fully self-sufficient to operate their own micro enterprise. By this stage all the supporting systems, governance, coaching and mentoring support will be in place. of greater importance is that a solid baseline is established that will be used to measure, monitor and report against every Smme.

D) CoMMuniTy BASED EnTERPRiSE

Several Smme’s will enter into a Pooling & Sharing Venture (PSV) to achieve economies of scale, increase client base, improved bargaining and investigate raising additional funding.

According to “Solar Generation V – 2008” by Greenpeace & european Photovoltaic Industry Association, Renewable energy has the potential to provide the following Social benefits in terms of Job creation, Skills Development & training and Smme Development:

• 15 - 20 jobs/mW during production;

• 30 - 33 jobs/mW during installation;

• 3 - 4 jobs/mW wholesaling and indirect supply;

• 1 - 2 jobs/mW created in research capacities.

the greatest benefit out of this project is that it will be sustainable, financially viable, replicable and scalable. With this blueprint the project can be replicated throughout Southern Africa thereby creating jobs, developing skills and incubating enterprises and in the process eliminating the contributing factors to climate change and address the Socio-economic challenges that Africa faces.

4. CoMMuniTy PARTiCiPATion

the community Beneficiaries will be involved at the beginning of the project in all planning, design, implementation and sustaining activities of the project. through the very rigorous stakeholder engagement process the local community, including the Women, the School Principal, teachers, the School Governing Body (SGB) and the Parents and the broader community members will be included in the early stages of the project.

this partnership ensures a solid platform from which to launch the decentralized women electrification project. evaluation will be conducted for all training and this will ensure that the feedback from beneficiaries guides the plans and actions going forward. monitoring & evaluation of the project impacts will be on-going for the duration of the project and the systems will ensure that this continues beyond the project end date. Additionally, the legacy that AFSD will leave behind is a core team of empowered Women project coordinators that will be able to continue implementing bigger and better projects. It is this same team that will therefore implement the environmental projects, upscale the existing projects and seek additional funding. All these activities will be on a profit motive to ensure commercial sustainability. Additionally, at the beginning of the project this ensures ownership and responsibility by the community members from the onset of the project.

5. SuSTAinABiliTy

the success of the project is underlain by the appropriate and effective integration of sustainable development and green growth principles. From the economic aspect the sustainability and financial viability is key any project. this phase of the project forms part of a much larger programme and thus has great potential to be sustainable post implementation. Socially, the approach will include Women from the surrounding areas, as well as the project is premised on sound business principles ensures that the positive cash flows will maintain interest and drive the development of further entrepreneurs and scale the business to commercial level.

From the natural or green growth perspective the project aims to ensure knowledge sharing and capacity building in terms of effective and efficient resource utilization and development through the prevention of environmental degradation. this has the dual purpose of training people who will be able to “spread the word” on more sustainable ways of creating economic development but also enable such skills to be shared to a broader community. the plan is to utilize the SGP seed funding and double this amount by attracting further funding that will further increase the human capacity and infrastructure that is required to attain commercial consistency, quality and scale.


by: Jop Blom

Social entrepreneur, BEHOLD International Amsterdam - Johannesburg

Shake The World, wear the bracelet.Positively reducing poverty

the Shake the World bracelet campaign is a call to action to every

individual to wear the bracelet and shake the world to halve poverty

by 2015. the bracelets come in 8 sparkling colors. each color

correspondents to one of the 8 millennium Development Goals.

these unique Shake the World bracelets are handmade by female

crafters of fair trade producer Africa!Ignite in South Africa.

Shake the World, wear the bracelet and join our positive global

movement to reduce poverty.

Africa Ignite and the Rainbow Collection we believe in

TRADE not AID

Shake the World is a social entrepreneurial initiative of the

international cSR branding agency Rainbow collection and fair trade

producer Africa!Ignite. It started with a simple idea to produce the

first fair trade world cup 2010 premium, an orange bracelet with

the African look and feel, materials and handicraft. Since our start

in 2010 we have developed several campaigns including the Shake

the World campaign. We managed to engage world leaders & role

models, inspire an audience of millions of people, produce over

450.000 bracelets leading to additional work and income for almost

1000 female crafters. It was done without any grants, which makes

it a leading example of cSR, job creation, enterprise development,

social entrepreneurship and tRADe not AID. We are very proud of

the recognition and the Awards such as emerging exporter by the

Durban chamber 2011, JcI Young outstanding Person in the World

2011, IPN Best Partnership Africa 2012 and the nomination Social

entrepreneur Africa 2013 by the Schwab Foundation of the World

economic Forum.

Achieving the

Millennium

Development Goals is

our responsibility!

We simply do not accept

that some of the promises

made by the world leaders

in 2000 in order to halve

poverty by 2015 are not yet

met. that’s why we decided to

take action. Not by blaming our leaders

but by igniting the crowd and starting a

positive movement to see what we can do as individuals to achieve

the goals. “It all had to start by creating awareness as most of the

ordinary people were not aware of the Millennium Development

Goals” says Jop Blom one of the founders. We decided to take

alternative routes in order to mobilize larger crowds and the ordinary

people in the streets. We launched the Shake the World at Youth

Day in the Netherlands by organizing a flash mob party with famous

DJ eric e in the city center of Amsterdam. this was followed by a

hot summer of dance festivals to inform especially our youngsters to

build there own future. Simultaneously we launched the campaign in

South Africa on Women’s day in order to put emphasize on our rural

women as the backbone of development and progress in Africa. We

were lucky with the support of SAfm radio, South African’s news

and information leader. By interviews, live broadcasting at events

and daily promo’s we were able to inform millions of people in South

Africa on the mDGs and our campaign. this was supported by an

intensive social media campaign, free publicity and our presence on

events such as the Design Indaba, coP 17 and mDG conferences.

Next, accessibility of the bracelets in fair trade as well as mainstream

markets was key. large fashion groups and chains such as edgars

in SA and in Netherlands with the hema, Bijenkorf, esprit as well

as the fair trade groups such as WAAR, Wereldwinkel and oxfam

Belgium.

With the awareness and the production of bracelets we are reducing

poverty. We also engaged with NGo’s, schools, unemployed

youth, social entrepreneurs, and companies to organize their own

mini campaigns and sell the bracelets. With that we gave them an

instrument and platform to pro-actively start communicate their

important work and even enabling them to generate additional

income of the sales. All of this can be achieved simply by wearing

one bracelet. With that a chain reaction will follow engaging other

people to take action towards the mDGs and start Shaking their

World.

Making fashion fair trade and fair trade fashionable

www.wecoemp.com WECOEMP REVIEW | 49

Achieving the goals in KwaZulu Natal a typical Rural African

context

We reduce poverty by creating awareness and action towards the

mDGs. By the production of the bracelets we have direct impact on

the ground in KwaZulu Natal, a province with a typical rural African

context. here we address the problem of pervasive poverty across

rural areas, largely caused by a lack of access to viable job and

enterprise development opportunities. Poverty has been exacerbated

by the hIV/AIDS pandemic. 25% of South African children under 18

live in KZN, and 75% of these have lost one or more parents. this

places a huge burden on single mothers or grandmothers. they battle

to support their families, largely through grants, and do craft in an

effort to supplement their income. If local opportunities are not created

for youths, they gravitate to urban areas, often living in informal

settlements as for years without securing employment, and potentially

resorting to crime. Building the capacity of crafters by creating jobs

and additional income we actually deliver to the whole upliftment of

the area and with that achieving all of the millennium Development

Goals. But more importantly we brought back the (cultural) pride and

dignity to the people and we were able to reconnect them and their

work to the world. that so far is our biggest achievement.

Making fashion fair trade and fair trade more fashionable

In 2010 we embarked on a journey to create jobs for the female

crafters in which we succeeded. During our journey we found out

that there is an immense willingness of people to change the world,

and to fight our global challenges. however people don’t know where

to start. We made it simple, just by wearing the bracelet you can

make a difference. “It became even more powerful,” says Jop Blom.

“The only way we can predict the future is to create it. We made the

millennium promise a pledge of every individual. Every day they wake

up and put on their bracelet, we want them to ask themselves HOW

CAN I SHAKE MY WORLD TODAY. Imaging the power of this growing

positive global movement.”

Another thing that we actually not planned for was that we were

able to enter mainstream mass volume markets. there is a growing

group of “conscious consumers” or “cultural creatives” recognizing

the importance to buy fair trade products. however the general

prejudice is that fair trade is dull, grey, ugly and uninteresting. We

made it fashionable, cool and fun. We make inspiring products with

a story and a movement you simply want to be part of. We made fair

trade accessible as more fashion brands are recognizing the demand

for ethically right produced goods. We were able to make fair trade

more fashionable and fashion more fair trade. People are buying our

product to looK GooD, as they are fashionable, to Feel GooD as

they join a positive movement and to Do GooD by creating jobs and

reducing poverty.

HOW DO U SHAKE THE WORLD?

We aim to further grow the campaign and sell at least 1 million

bracelets before the end of 2015. We cannot do that alone. that

is why we thank all our partners that decided to contribute their

core business to the campaign. We thank the many resellers,

advertisement agencies, media partners, companies and their

employees, NGos and their volunteers, networks, leading events

and most of all our consumers that bought the bracelets. As one

of our partners at edgars mentioned “we are very proud to play our

part in the campaign, providing us the opportunity to further improve

our reputation by communicating and interacting with our staff, (new

conscious) consumers and broader SA audience and making our

commitment to CSR tangible by having a direct impact towards

women empowerment by creating hundreds of jobs”.

Please Shake the World with us and contact

[email protected] / +31624600152

Visit the website www.shaketheworld.org / www.africaignite.co.za / http://

vimeo.com/38350567

www.rainbowcollection.nl

Follow us on www.facebook.com/shaketheworld11 / www.twitter.com/

shaketheworld11

Shake The World, wear the bracelet. Positively reducing poverty COnTinuED

Empowering the female crafters of the Siphumelele Craft Group and connecting them with the world and Millennium Goals.


by: Amir Dossal, Chairman, Global Partnerships Forum.

Amir Dossal the former Executive Director of the United Nations Office for Partnerships, and a Senior Adviser to the United Nations. He also serves as Special Representative to the Secretary-General of the ITU for Global Partnerships.

September 2012 was a very busy month for the United Nations – it

is fast becoming a real Partnerships platform. the 67th session of

the United Nations General Assembly just concluded the high-level

debate under the leadership of the newly elected his excellency mr.

President mr. Vuk Jeremić, former Foreign minister of the Republic of

Serbia – a charismatic global visionary.

this year’s General Debate was preceded by a one day high-level

meeting on the Rule of law - Secretary General Ban Ki-moon

presented a wide-ranging report “Delivering Justice: Program of

Action to Strengthen the Rule of law at the National and International

level”. It resulted in a declaration of commitment by heads of

State and Government to the Rule of law and the reaffirmation of

its fundamental importance for political dialogue and cooperation

between member states. this model will serve as an indispensible

foundation for enhancing peace and security and greater prosperity

around the world.

over 125 heads of State and Government, Prime ministers and

Foreign ministers attended this year’s high-level Debate. the

recurrent themes of the Debate were the urgent need to address

conflicts around the world; and the need for continued focus to

achieve the millennium Development Goals. Secretary General BAN

emphasized the importance of new norms and innovative public

partnerships to accelerate their achievement. With less than 39

months to go for the 2015 deadline, we have a moral responsibility to

act in unison, and things are moving right along on the ‘38th floor’.

In June 2012, the Secretary General issued a path breaking report

“Realizing the Future We Want for All”, as a part of the Rio+20

process. In July 2012, he appointed a high-level Panel for the

post – 2015 agenda co-chaired by three luminaries: President Susilo

Bambang Yudhoyono of Indonesia; President ellen Johnson Sirleaf

of liberia; and Prime minister David cameron of the United Kingdom,

facilitated by a Secretariat headed by international diplomat ms. Amina

mohamed, from Nigeria. For more information see link: http://www.

un.org/sg/management/hlppost2015.shtml.

the primary mission of this august group is to devise a cohesive

plan of action beyond 2015, including a new set of sustainable

development goals. there is high expectation that the work of the

high-level Panel will result in some path breaking new ideas and

commitments and a re-doubling of efforts not only by the international

community but also engaging the private sector and civil society to

explore innovative solutions for addressing what will likely be termed:

“Sustainable Development Goals”. there is increased recognition that

no single sector or group can address the development challenges;

we need to involve all the actors: it is our collective duty and

responsibility.

the current economic climate has resulted in a drastic reduction in

national budgets and a quantum leap in debt. this unprecedented

economic malaise has resulted in a decline in the already scarce

resources for social programs; progress on the mDGs is at best

patchy – for instance, progress on maternal health still remains a

challenge. According to Who, every day approximately 800 women

Global Partnerships ForumBan Ki-moon – The Partnerships’ Secretary-GeneralThe un launches many new initiatives in September 2012


Women have multiple roles. at any given time they can be mothers, leaders, students, decision-makers, farmers, Workers, voters and much more. in each of these roles, the ability to be educated and healthy, to have voice and influence, and to enjoy opportunities and choices are critical to the attainment of the goals. gender equality and Women’s empoWerment are central to achieving the mdgs because Without these capabilities and opportunities, Women are less able to reach their full potential, live a life of dignity, and be productive citizens.

united nations development fund for Women – unifem

die from preventable causes related to pregnancy and childbirth, and

99% of all maternal deaths are in developing countries. this is despite

the fact that between 1990 and 2010 maternal mortality dropped

nearly 50%. of the 287,000 women who died during and following

pregnancy and childbirth in 2010, most of these could have been

prevented!

the Secretary General’s noble campaign “every Women every

child” is a unique global effort aimed at saving the lives of 16 million

+ women and children by attracting new investments in this critical

sector. the group met in the margins of the UN General Assembly

to redouble its efforts - more than 250 organizations around the

world have committed to concrete action and partnerships (www.

everywomaneveychild.org).

As a lead-up to the United Nations General Assembly, a leading

African NGo, Advanced Development for Africa, in collaboration

with the Global Partnerships Forum and the Digital he@lth Initiative,

brought together successful women leaders, practitioners and policy

makers at the Women leaders Forum.

September 2012 also brought together many partners on several

other critical social issues. the United Nations and the World Bank,

and leaders from the Government and the private sector, participated

in the launch of the Secretary-General’s new initiative: “Sustainable

energy For All” to move the world toward sustainable energy for all by

2030. It is co-chaired by veteran diplomat, UNIDo Director General,

mr. Kandeh Yumkella and mr. charles holliday, chairman of Bank of

America.

Also in September, the Secretary General launched his Global

Initiative on education, led by former UK Prime minister, mr. Gordon

Brown, to put every child in school, improve the quality of learning,

and foster global citizenship – another unique partnership comprising

governments, UN agencies and multi-lateral organizations, NGos,

private sector and civil society.

the day before the high-level Debate of the UN General Assembly

sessions, the United Nations Broadband commission for Digital

Development held it’s 6th meeting in New York and issued the State

of Broadband 2012 report, providing a snapshot of the broadband

market and trends. the report was welcomed by Secretary General

Ban Ki-moon who called broadband a “transformative technology

that has the potential to spark advances across all three pillars of

sustainable development: economic prosperity, social inclusion,

and environmental sustainability”. Dr. hamadoun touré, Secretary

General of the International telecommunication Union and Vice

chair of the UN Broadband commission for Digital Development,

in issuing the report pointed out that the broadband network and

services are transforming the lives of millions around the word. Under

his leadership the ItU is bringing together Governments, industries,

academia and international agencies, to focus on multi-stakeholder

partnerships and innovative solutions to bridge the digital divide and

help accelerate progress towards the mDGs – through e-health,

e-education, e-Government, e-Agriculture and more.

While not a well-known fact, but a good tidbit to know, this year’s

high-level Debate was one of the most efficient Sessions in a long

while, in no small part to the deft leadership of the youngest PGA

in history. With many firsts under his belt which, combined with his

commitment to work with all actors to support the Secretary-General’s

agenda in addressing global challenges, can be a winning formula

looking back, there was a lot of real action in the margins of the

General Debate. All these initiatives were woven together on the

partnerships loom, with a common technology thread – the two

enablers (Partnerships and technology) of BAN Ki-moon’s 2012

agenda. the private sector also clearly sees the merits of ‘Investing

in People for Social change’, and moving from traditional cSR

to a culture of ‘Personal Social Responsibility’. It seems that all

stakeholders are beginning to realise the benefits of working together

for common causes, to achieve the future we want, and to leave the

world in a better place than we found it!

Global Partnership Forum COnTinuED


by: The Worldwatch Institute

State of the World 2011

State of the World 2011 draws from hundreds of case studies and first-person examples to

offer solutions to reducing hunger and poverty with women in mind.

“In 2007, some 6,000 women in The Gambia organized into the TRY Women’s Oyster

Harvesting producer association, creating a sustainable co-management plan for the

local oyster fishery to prevent overharvesting and exploitation. Oysters and fish are an

important, low-cost source of protein for the population, but current production levels have

led to environmental degradation and to changes in land use over the last 30 years. The

government is working with groups like TRY to promote less-destructive methods and to

expand credit facilities to low-income producers to stimulate investment in more-sustainable

production.”

“In Kibera, Nairobi, the largest slum in Kenya, more than 1,000 women farmers are

growing “vertical” gardens in sacks full of dirt poked with holes, feeding their families and

communities. These sacks have the potential to feed thousands of city dwellers while also

providing a sustainable and easy-to-maintain source of income for urban farmers. With

more than 60 percent of Africa’s population projected to live in urban areas by 2050, such

methods may be crucial to creating future food security. Currently, some 33 percent of

Africans live in cities, and 14 million more migrate to urban areas each year. Worldwide,

some 800 million people engage in urban agriculture, producing 15–20 percent of all food.”

“The Food, Agriculture and Natural Resources Policy Analysis Network (FANRPAN) is

using interactive community plays to engage women farmers, community leaders, and

policymakers in an open dialogue about gender equity, food security, land tenure, and

access to resources. Women in sub-Saharan Africa make up at least 75 percent of

agricultural workers and provide 60–80 percent of the labor to produce food for household

consumption and sale, so it is crucial that they have opportunities to express their needs in

local governance and decision-making. This entertaining and amicable forum makes it easier

for them to speak openly.”

the Worldwatch Institute and the Nourishing the Planet project are gratefully supported

by the Bill and melinda Gates Foundation and additional foundations, governments,

and institutions including the Rockefeller and Surdna Foundations, the United Nations

Foundation, the Goldman environmental Prize, the Shared earth Foundation, the Wallace

Global Fund, the Winslow Foundation, and many more.

www.wecoemp.com WECOEMP REVIEW | 55

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MDG Review October Issue

Documents

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