NPOs play an important role in South Africa’s socioeconomic landscape, driving initiatives that address pressing challenges such as inequality, poverty and education. Collaboration has become increasingly important to address the social and economic disparities in the country – but what should nonprofit collaboration look like? This article outlines a series of case studies to demonstrate various models of nonprofit collaboration.
NPOs in South Africa have a mixed history of collaboration. However, NPOs must work together to address the growing complexity of socioeconomic problems and achieve shared goals. Uniting their strengths, resources and expertise allows NPOs to enhance their operational capabilities, respond more effectively to community needs and drive systemic change that resonates nationally. In this way, they can achieve impact beyond what a single organisation could accomplish.
However, not every NPO will benefit from collaboration. In certain contexts, collaboration can dilute the mission, stretch resources or create conflict between partners with divergent goals. In multistakeholder collaborations, larger or more influential partners may steer the agenda. If an NPO cannot maintain its core values and mission within the partnership, it risks diluting its impact and losing its identity. While collaboration can undoubtedly amplify impact, NPOs must assess whether they have the internal capacity and strategic alignment to thrive in such an environment.
There are various models for collaboration ranging from information sharing to collective impact initiatives, each with its unique approach and structure (see Co-creating the future: Collaborating to amplify change on page 90). There are also some models specific to the nonprofit sector, including the lead agency model commonly used in social services, where one agency takes full responsibility for service delivery while coordinating with others; and the integrated service delivery hub model, often used in health and community services, where services are offered from a single location, whether physical or virtual.
Nonprofit collaboration in South Africa
According to Trialogue’s 2024 primary research with 137 South African NPOs, the top four reasons that nonprofits collaborate are to: leverage existing relationships (47% of NPOs); extend the reach of initiatives (37%); enhance relationships with organisational stakeholders (36%); and access additional funding (36%).
Collaboration most commonly occurs with other NPOs – over 80% of NPOs collaborate with other nonprofits in the same or different sectors and with community-led groups. Implementing programmes jointly is most often done with NPOs in the same sector (53%), community-led organisations (48%) and NPOs in different sectors (35%). Over 40% of the nonprofit respondents share research and information with other NPOs in the same sector (47%), community-led groups (44%), NPOs in different sectors (43%), and universities and research organisations (41%).
Collaboration with companies is less common, with 43% of NPOs saying they do not collaborate with companies. One-fifth of NPOs (20%) fund programmes jointly with private sector companies and 29% implement programmes together.
NPOs reported the least collaboration with regional multilateral organisations (92% had no partnerships), international aid agencies (80%) and international multilateral organisations (85%).
See Co-creating the future: Collaborating to amplify change for more on the research results.
Collaborative case studies
SCAT enhances rural resilience through collaborative climate action
Social Change Assistance Trust (SCAT) is a social justice NPO that supports CBOs in rural areas with funding and capacity building. SCAT’s work encompasses access to justice, gender equality, food security and youth development. Its food security initiatives focus on small-scale agriculture and promote agro-ecological methods to enhance resilience. It recognises that for communities to adopt agro-ecology they must understand the climate crisis and the necessity of using climate-adaptive methods.
In response to the urgent need to help communities build resilience against climate change, SCAT collaborates with two like-minded organisations: the Southern African Faith Communities, Environmental Institute (SAFCEI) and the Heinrich Böll Foundation Southern Africa (HBF). Both organisations are part of SCAT’s network and share a commitment to supporting grassroots organisations in addressing the climate crisis. SAFCEI engages faith communities and leaders to confront environmental, climate and socioeconomic injustices, while HBF focuses on environmental and economic justice, providing funding, expertise and research grounded in feminist practice.
In 2019, this collective submitted a proposal to the European Union (EU), securing funding for a three-year project. The project’s success later attracted additional funding from the Irish Embassy, allowing an extension until 2025. The project’s theory of change places local actors at the forefront of determining and leading climate adaptation efforts.
The collaboration follows a partnership model where SCAT acts as the lead partner, coordinating the collaboration and facilitating communication and alignment among the partners.
A memorandum of understanding guides the partnership and decision-making is handled collectively. The three NPOs have established a Directors’ Forum for final decisions and a steering committee that initially met monthly, later transitioning to less frequent meetings. An operations team, comprising SCAT’s programme director and staff from each organisation, held weekly meetings in the early stages of the project to ensure smooth execution. Knowledge products are shared among partners for collective input, promoting transparency and collaboration.
The project aims to raise climate awareness among rural communities, focusing on food and water security. This is achieved through learning festivals, regional workshops and quarterly online seminars on climate topics, involving 45 community-based and faith-led organisations. Small grants are also provided to support workshops and campaigns at the community level. A second focus is equipping rural CBOs with tools and alliances for climate action, with eight organisations selected to implement projects in climate awareness, agro-ecology, beekeeping and alien plant clearing. Lastly, the project amplifies CBOs’ voices in policy discussions by encouraging engagement with platforms such as the Adaptation Network, tracking legislation and launching a Youth Citizen Journalism Programme to spotlight rural climate impacts through media.
Regular communication and joint decision-making are critical to ensure trust and transparency among the partners, says Joanne Harding, Executive Director of SCAT. SCAT manages financial oversight with transparent reporting mechanisms to meet the EU’s stringent funding requirements. Each organisation contributes to human resources by collaborating on job descriptions and participating in hiring processes for project staff. Regular meetings and retreats help to solidify relationships and clarify roles within the project.
The project is not without its challenges. The Covid-19 pandemic caused significant disruptions, particularly in the early stages when travel restrictions made in-person workshops impossible. “The team adapted by moving workshops online; however, engagement with communities improved significantly once in-person meetings resumed,” says Harding. “Staffing challenges, including the resignation of key team members, also led to delays. However, these obstacles were eventually overcome, allowing the project to continue.”
An external evaluation conducted in 2024 confirmed its effectiveness in building climate change awareness and resilience within rural communities. “CBOs have embraced the project, using the information and resources provided to implement climate adaptation activities such as food gardening, which contribute to food security and generate income for communities,” Harding explains.
As the partnership develops, all parties are committed to exploring future funding opportunities and continuing their collaborative efforts to build climate resilience in South Africa’s most vulnerable communities.
Jala Peo Initiative: Strengthening partnerships for sustainable school nutrition
The Jala Peo Initiative (JPI) is a collaborative effort aimed at establishing and sustaining school food and nutrition gardens (SFNGs) across South Africa. As a vehicle for the National School Nutrition Programme (NSNP), the initiative mobilises community resources through District Forums, facilitating collaboration among NPOs as well as government entities and funders.
A key part of JPI’s success is improving the systems that support SFNGs, making it easier for everyone involved to work together effectively. The initiative prioritises resource mobilisation, with the District Forums serving as catalysts to unlock assets within the community that support its objectives. JPI places significant emphasis on developing human capacity and skills, equipping stakeholders with the knowledge necessary to establish and maintain SFNGs effectively.
One of the initiative’s primary goals is to embed curriculum integration, allowing SFNGs to provide meaningful learning experiences while promoting nutrition and agriculture among students. Additionally, advocating for knowledge management plays a critical role in facilitating open communication and knowledge sharing among stakeholders, enhancing project visibility and impact through newsletters, social media and various competitions.
A National Steering Committee oversees the JPI, with the Department of Basic Education (DBE) serving as the project owner. Funding is provided by organisations such as the WesBank Fund and FirstRand Foundation, while managing agents such as Tshikululu Social Investments and JET Education Services support the initiative. Each District Forum consists of multistakeholder partnerships, chaired by a provincial education department official and supported by a dedicated project coordinator, ensuring local accountability and engagement.
According to a report produced by JET Education Services, the JPI had successfully established SFNGs in 86 schools across Limpopo, Free State and the Western Cape since the pilot began in 2018. By the end of the pilot phase in June 2022, 95% of participating schools had established functional gardens, improving food security and providing fresh produce for the NSNP. Additionally, the integration of SFNGs into the curriculum has progressed well, with the percentage of schools using the gardens as a curriculum resource rising from just 1% at baseline in 2018 to 35% at the end of the pilot in 2022.
The JPI has faced challenges, including inconsistent engagement from stakeholders in some provinces, which slowed progress. Despite these obstacles, the flexibility and adaptability demonstrated within the District Forums allowed many activities to continue, even during disruptions such as Covid-19. Moving forward, securing sustained funding partnerships and ensuring active involvement from the DBE will be crucial for the long-term success of the JPI.
Empowering communities through radical collaboration – LEAP Institute’s Eastern Cape collaborative
Collaboration within South Africa’s education sector has long been fraught with challenges, often leading to superficial partnerships that fail to produce meaningful impact. In response, the LEAP Institute has championed the concept of radical collaboration to enhance educational outcomes. All parties have to be committed to a shared goal and must actively engage in co-creating, co-designing, implementing and evaluating initiatives. This model not only facilitates shared governance but also encourages collective ownership of the process.
One of the standout initiatives in South Africa’s education sector is the collaboration in the Eastern Cape, supported by Mteto Nyati, a prominent business leader and educational advocate. Nyati has previously worked on initiatives to improve schools in the Eastern Cape and now supports the work of the LEAP Institute. This project seeks to revitalise rural villages through educational enhancement, aiming to improve literacy rates, which according to Statistics South Africa, currently stand at around 72%, well below the national average of 82%.
Coalition building is a key focus, as the LEAP Institute collaborates with the Seed Educational Trust, business leaders and the Eastern Cape Department of Education to create a community-driven educational reform. This coalition addresses the gap in knowledge about existing educational initiatives in the province. A comprehensive database of organisations and initiatives in the Eastern Cape is being developed to facilitate communication and collaboration among stakeholders.
Collaborative governance is a distinguishing feature of this initiative. Unlike traditional hierarchical structures, the coalition operates on a self-funding model, where participating organisations contribute to the cluster’s initiatives. This governance model fosters a sense of ownership and accountability among all partners.
To ensure the effectiveness of these initiatives, the LEAP Institute and its partners have established mechanisms for documentation and evaluation. Joint documentation requires each partner to record their contributions and experiences within the clusters. This shared responsibility promotes transparency and enables continuous learning. Regular reflection and evaluation sessions allow partners to assess their collective progress, identify challenges and adapt strategies as needed.
The LEAP Institute’s commitment to radical collaboration is a model for transformative change in the education sector. Deep partnerships that prioritise co-creation and shared goals help address the immediate educational needs and lay the groundwork for sustainable, community-driven reform. As these clusters evolve, they hold the potential to redefine how organisations collaborate, ultimately enriching the educational landscape for future generations.
Innovation Edge’s collaborative approach to father involvement in early childhood development
Fathers’ involvement in the first 1 000 days of their children’s lives is central to positive developmental outcomes. Research indicates that engaged and supportive fathers influence early childhood development (ECD), stability in employment and mental health. In South Africa and globally, there is a growing recognition of the importance of active father figures, regardless of cohabitation status, as key players in nurturing children’s wellbeing.
Recognising this critical need, Innovation Edge, an impact-first investor in the ECD ecosystem, has funded various nonprofit initiatives aimed at promoting positive engagement between male caregivers and their young children. Through these investments, they have gained valuable insights into the unique social and economic barriers fathers in the country face as well as the tools and interventions necessary to motivate and empower them. Acknowledging that much remains to be learned about effective social interventions for fathers, Innovation Edge has sought to facilitate knowledge sharing and collaboration among nonprofits working in this space.
Innovation Edge supports the Fathers Matter Coach app, which complements the Fathers Matter training programme for ECD practitioners, and addresses the ongoing support needs of fathers with children of all ages. The app functions as both a chatbot and a knowledge hub, accessible via WhatsApp, with over 1 700 users benefiting from its resources. Recognising an opportunity to support fathers further, the Fathers Matter Coach team expressed interest in expanding its content to include engaging activities for fathers to do with their children. This led to a partnership with the Hey Dad! team, creators of an app designed for fathers of 4- to 6-year-olds, which promotes interactive learning in areas such as maths, science and literacy.
As part of the collaboration, Heartlines, an organisation which produces values-based films and resources to spark conversations and social change in South Africa and beyond, plans to use the Fathers Matter Coach platform to engage fathers through nudges featuring Hey Dad! video content, alongside hosting activity videos within the platform. EISH and COUNT will license Hey Dad! video content for the Fathers Matter WhatsApp chatbot while cross-promoting the Fathers Matter Coach on the Hey Dad! Ayoba channel. This reciprocal sharing of resources exemplifies the synergy created through collaborative efforts.
Central to the partnership’s success is the socioecological model of behaviour change, which posits that individual behaviour is shaped by personal knowledge, attitudes and the surrounding environment. This environment encompasses relationships with family, community institutions and societal influences. Both Hey Dad! and Fathers Matter focus on knowledge sharing, attitude and behaviour change to enhance fathers’ engagement in their children’s lives.
Despite still being in the early stages of the Hey Dad! and Fathers Matter partnership, significant milestones have been reached. An external communication strategy has been established to ensure effective outreach and a content distribution plan is in place to efficiently deliver resources to their target audience. The promotion programme has been developed to ensure messaging remains consistent and impactful.
Looking ahead, the partners want to expand their collaboration to advocate more broadly for fatherhood initiatives and mobilise support within South Africa. Lessons learned will guide future initiatives and the collective vision for supporting fathers can inspire similar partnerships across various nonprofit sectors.
A model for impact in education
South Africa’s educational landscape is marked by significant disparities, particularly in the resources available to schools. In response, Click Learning, the Global Teachers Institute and Penreach have partnered to deliver educational technology (EdTech) to under-privileged primary schools, particularly in no-fee schools catering to learners from grades 1 to 3. The project goes beyond merely providing digital tools – it seeks to create a supportive environment through components such as connectivity, security and the employment of youth to manage the technology. This holistic approach aims to enhance literacy and numeracy through carefully selected, high-quality software from global providers, coupled with rigorous assessment methods to measure learning outcomes.
The Global Teachers Institute (GTI) and Penreach lead the efforts by providing teacher assistants and delivering professional development training to educators. Their partnership is not only with each other but also extends to engaging governmental bodies and private sector contributors. While companies like Rain, a telecommunications provider, ensure connectivity for classrooms, the driving force behind the initiative remains the NPOs, whose collective expertise addresses the critical challenges schools face, from overcrowded classrooms to insufficient teaching resources.
The collaborative has partnered with the Eastern Cape Department of Education to launch the DoubleClick initiative. This pilot project is designed to assess the impact of EdTech software in real classroom environments. With tools being trialled across 20 selected schools, alongside a control group, the initiative aims to rapidly gather insights into the effectiveness of the technology and its potential to improve educational outcomes. This partnership highlights how NPO-driven efforts can strengthen connections with public institutions to bring about meaningful change in education.
The governance structure of this collaborative effort is carefully managed to ensure clarity and efficiency. Although Click Learning, the lead partner, handles project management and financial oversight, each partner maintains its areas of expertise. Delineating roles is crucial for effective execution, but it also introduces complexities that must be navigated through ongoing communication and a shared understanding of responsibilities.
One of the critical lessons learned from this collaborative model is the necessity to plan upfront and establish clear expectations. Regular check-ins and structured reporting are essential to maintain alignment and address emerging challenges as the project progresses. The cultural fit between organisations can also influence the partnership’s success – it helps to recognise the need for shared values and to commit to the collaborative effort. This ensures that potential pitfalls do not derail the project and there is cohesive action towards common goals.
As with any collaborative initiative, there have been successes and setbacks. The importance of acknowledging failures as opportunities for improvement has been underscored throughout the process. Creating an environment where feedback is welcomed and used constructively allows the partners to adapt and refine their strategies, continually enhancing effectiveness.
Looking ahead, a critical aspect of future collaborations will be the development of a unified measurement framework. Currently, the lack of standardised metrics poses challenges in assessing impact and attracting additional funding. Establishing clear indicators of success and aligning these with organisational strategies can make collaborative efforts more appealing to potential funders, ultimately leading to greater support for initiatives aimed at transforming education in South Africa.
As the project continues to evolve, it may well serve as a model for future partnerships, demonstrating that when organisations work together with a shared purpose, the possibilities for impact are limitless.
A unified approach to education: NASCEE
Since its establishment in 2018, the National Association of Social Change Entities in Education (NASCEE) has become an important role player in South Africa’s educational landscape. NASCEE’s mission is to empower NPOs by improving
their visibility, capacity, effectiveness and
commitment to collaboration to magnify their
impact and influence.
It aims to maximise the potential of NPOs and align their collective goals with national and global development priorities, including the United Nations Sustainable Development Goals (SDGs) and South Africa’s National Development Plan. This alignment enables NASCEE to bridge the often complex gap between grassroots educational initiatives and larger policy objectives, creating a unified approach towards inclusive, high-quality education accessible to all South Africans.
NASCEE’s collaborative capabilities were evident during the Covid-19 pandemic when it served as a representative voice for educational NPOs in South Africa. Recognised by the DBE as a key partner, NASCEE developed the ‘National Compact’, which defined collaboration principles. It was widely shared among over 2 800 stakeholders. This framework shaped NASCEE’s role as a conduit for communication and cooperation among NPOs, government bodies and other education sector stakeholders, illustrating the power of coordinated action in times of crisis.
Beyond emergency response, NASCEE has strengthened networks among education-focused organisations, enhancing trust and resource-sharing among its members. Relationships with other influential associations, such as the Independent Philanthropy Association of South Africa and the South African Monitoring and Evaluation Association, expand NASCEE’s network, amplifying member influence and operational capacity. Through initiatives prioritising skills development, governance enhancement and capacity building, NASCEE addresses the unique challenges educational NPOs across South Africa are facing. This inclusive approach allows NASCEE to meet the diverse needs of both small grassroots organisations and larger civil society entities countrywide.
NASCEE’s journey highlights the value of building credibility and inclusivity within a diverse membership base. NASCEE adapts its offerings to suit organisations of various sizes and goals, meeting the evolving needs of its members. Through this approach, NASCEE exemplifies how associations can achieve a significant impact across a challenging sector through strategic networking, resource-sharing and alignment with policy objectives.
Collaboration considerations
Multistakeholder collaboration can be a powerful strategy for NPOs, enabling them to tackle complex, systemic issues that no single entity could solve alone. However, careful consideration must be given to the capacity and strategic alignment required for such collaborations.
To maximise the benefits of collaborative models, NPOs must understand the diverse governance structures and models available and learn from successful case studies. A well-structured governance framework, including steering committees or boards, helps ensure strategic alignment and effective resource allocation while maintaining engagement from all partners. Establishing transparent decision-making processes is also key to building trust and facilitating timely, effective decisions, which can reduce potential conflicts. Additionally, developing a comprehensive communication plan is crucial for sharing information and reporting progress, as regular communication keeps all partners informed and encourages collaboration.
Although often overlooked, conflict resolution mechanisms are essential to maintain strong relationships and ensure that differences of opinion do not derail the collective effort. Building systems for accountability and transparency, particularly in financial matters, not only strengthens trust among partners but also reinforces the collaboration’s credibility with external stakeholders. Financial transparency ensures that all parties contribute equitably, which is key to maintaining balance and avoiding resentment within the partnership.
Ultimately, collaboration thrives on a shared vision and common goals. Partners must feel a sense of ownership and commitment to the initiative, as this shared purpose drives the momentum necessary to achieve systemic change. Regular evaluations and learning loops should be incorporated within the collaboration, encouraging adaptability and continuous improvement. Embracing collaboration allows NPOs to position themselves to develop sustainable solutions and more resilient and empowered communities.
Collaborating to address challenges faced by NPOs
Case study 1: The NPO Working Group
The NPO landscape is complex and NPOs face various challenges, including legislative and regulatory issues. In October 2021, a webinar was held by Inyathelo to discuss how to respond to developments in the regulatory environment, such as the Non-Profit Amendment Bill 2021 and the General Laws Amendment Act 22 of 2022 (GLAA) (which was a response to recommendations made by the Financial Action Task Force (FATF)). One of the outcomes of this webinar was a decision to convene an NPO Working Group, made up ten independent organisations nominated by 190 webinar participants. A core aim of the NPO Working Group is to foster dialogue and create a collective voice for nonprofits. The group also works on capacity-building initiatives, knowledge sharing, and engagement with the government and other stakeholders to ensure that the interests of NPOs are represented in policy discussions.
The NPO Working Group was involved in numerous meetings and events during the 2023/24 financial year. The member organisations participated in 10 regular working group meetings, two open webinars and four FATF Southern African Development Community (SADC) subgroup meetings facilitated by the International Centre for Nonprofit Law (ICNL). Additionally, they attended two sectoral risk assessment (SRA) oversight meetings, two focus groups and two public meetings that provided updates on the social sector and the General Intelligence Laws Amendment Bill (GILAB). The NPO Working Group also contributed two sets of comments on the GILAB and participated in several National Task Team (NTT) meetings focused on the Draft NPO Policy Framework.
South Africa has now completed its sectoral terror financing risk assessment for the nonprofit sector. This assessment was conducted in collaboration with the nonprofit sector and included a survey of 301 NPOs and data submissions from law enforcement, regulatory and supervisory institutions, intelligence agencies and financial institutions. South Africa received technical assistance from the EU’s framework for its anti-money laundering and countering the financing of terrorism (AML/CFT) facility. The assessment was completed using the methodology provided by the Greenacre Group.
The NPO Working Group hosted a webinar in August 2024 to share the assessment report and discuss the implications for NPOs. Feedback from registered people before the webinar revealed a relatively low level of understanding of AML/CFT regulations, as they apply to the nonprofit sector: only 6% claimed to have an excellent understanding of the legislation, with, 46% a poor understanding, 34% a fair grasp and 14% a good understanding.
The nature of the potential threat to NPOs in South Africa ranges from NPOs raising funds or other support for foreign terrorist groups to facilitating foreign travel for terrorist causes and ransom payments by NPOs to terrorist groups. Recommendations range from general awareness-raising and advice for NPOs to targeted advice or guidance and government engagement. There are also self-regulation measures. For example, NPOs should be empowered to elect ethical and untainted leadership and be capacitated on their roles and responsibilities. They should also implement a risk assessment process which allows them to identify risks associated with different donors, projects and regions. They should also ensure transparency in financial management practices and reporting to maintain public trust.
Unfortunately, in some countries, governments have imposed severe restrictions, justifying them by citing FATF recommendations. NPOs have been forced to limit their activities or shut down. Banks have frozen or closed NPO accounts or implemented burdensome due diligence requirements. These restrictions have reduced NPOs’ ability to raise funds. Given such critical issues affecting civil society and NPOs, the NPO Working Group is playing a vital role in informing and educating nonprofits. This dispels unnecessary fears and enables organisations to navigate the new regulatory landscape.
Case study 2: Unmute Civil Society Coalition
Unmute Civil Society Coalition is a movement of civil society organisations initiated by the Kagiso Trust, in the context of South Africa facing a multilevel and deepening social, economic and political crisis. While civil society faces its own significant challenges on a day-to-day basis, and in relation to its regulation, it has a vital role to play in re-mapping the future of the country.
Kagiso convened a National Consultative Conference of the NPO sector in Johannesburg in November 2022, which 200 organisations attended. They resolved to go back to provinces, communities and constituencies as they saw a need for a proper mandate to constitute UnMute. Inyathelo serves on the steering committee and is the provincial convenor in the Western Cape. Ten volunteer organisations representing various districts make up the Western Cape Provincial Unmute Civil Society Coalition.
Inyathelo hosted a Cape Town consultation on behalf of the Coalition in October 2023, to form a provincial coalition of NPOs. Attended by over 50 civil society representatives from across the Western Cape, the hybrid meeting aimed to identify key issues the nonprofit sector is facing, initiate the formation of a provincial coalition and build a collective approach.
Kagiso Trust and the UnMute Civil Society Coalition then held a civil society summit, in collaboration with the Social Justice Assembly, in November 2023. The concrete outputs of the summit were (i) the framing of values and principles; (ii) the adoption of a social compact; (iii) the adoption of an electoral compact; and (iv) the identification of key intervention priorities and actions.
A Western Cape provincial consultation then took place at the Inyathelo Civil Society Resource Hub in May 2024. The major finding was the recognition that there is insufficient information and accessibility to ‘hold things together’ at a district level. A central hub/help desk was proposed – similar to the Inyathelo Civil Society Resource Hub. Another proposal was establishing a structure/team building campaign to bring people together. There were also discussions around generating resources, for example, establishing the Western Cape provincial coalition as the go-to place for local and international donors to access those requiring funding.
Source: The original version of this article was published in the Trialogue Business in Society Handbook 2024 (27th edition).
