The Eastern Cape Non-Governmental Coalition (ECNGOC) believes that development in the Eastern Cape Province is progressing far too slowly. The relationship between government and community is not functioning as well as it should, and the ideal of “walking together” is leaving too many stragglers in its wake. It is up to Civil Society Organisations to prove their resourcefulness by rallying people – citizens and government alike – to work together and become more focused and active as participants in their own development.

The ECNGOC was established in 1995 as a collective of non-governmental, faith and community based organizations committed to changing conditions for the worst affected in South Africa. The ECNGOC is recognised as the most representative structure of the development sector in the Eastern Cape Province. It plays a significant advocacy role in many consultative stakeholder forums and government-led development structures and processes.

The Provincial office, based in East London, develops and implements a range of projects under the programme focus areas of Socio-economic Transformation, Leadership Development, and Learning and Information-sharing. A key purpose of these programmes is to enhance members’ ability to understand and influence development policy and practice.

ECNGOC is an ardent supporter of Asset-Based Community Development methodologies and, as well as overseeing a number of ABCD projects in the Eastern Cape, runs training courses on this development approach.

 

The Eastern Cape NGO Coalition seeks to strengthen the sustainability, collective voice and coordinated action of civil society in the Eastern Cape to effect socio-economic development and transformation.

 

The ECNGOC’s Work

In line with its current Strategic Plan (2019-2014) the ECNGOC works on the following 5 thematic priority areas:

 

• Rural Development
• Citizen Engagement in Local Governance
• Human Rights
• Education
• Health

 

Its main services include:

 

• Information sharing and communication
• Advisory services on NPO management
• Capacity development and peer learning
• Providing platforms for debate and stakeholder engagement
• Collective advocacy and policy input

 

The ECNGOC’s work is directed by five focus areas, which are guided by the ECNGOC Code of Ethics, are entrenched in rights-based, gender, and pro-poor philosophies, and promote ubuntu. These focus areas are:

 

• Advocacy and networking,
• Training,
• Information dissemination,
• Mentoring, and
• Research.

 

Rights-based – because poverty is the manifestation of unfulfilled rights, there is a need to engage in upstream strategies to promote social change. This approach focuses on the realisation of second-generation rights such as shelter, health care, water, food and social security.

ABCD approach – focus on assets and capacities rather than needs and deficiencies. Fostering active citizen engagement, building a stronger civil society, and creating local economic opportunity are central to this approach.

Gender equity – the influence and unique circumstances relating to gender should be naturally considered in policies and programmes at political, economic and societal spheres leading to a reversal of inequality.

Youth Perspective – as youth constitute 37 % of the population and are strongly affected by poverty and unemployment, conscious efforts have to be made to consider the needs and interests of young people and promote inter-general dialogue in the services, structures and programming of development organisations and institutions.

Pro-poor – poverty is not only an economic issue, but also impacts on the social, environmental and psychological spheres of individuals and communities. Sustainable development recognises the interconnectedness of these spheres, and that all must be considered in unison in any poverty-focused intervention that works towards equity and redistribution.

The Code of Ethics of the ECNGOC is aimed at establishing good practice by members in delivering services of excellence for the ultimate good of all South Africans. The Code of Ethics therefore requires members to adhere to the outlined principles and values by signing it upon accepting membership. It embraces the following principles:

(a) Values

Recognising the diversity of their activities, member organizations share a common value system one that is based on a collective desire to combat poverty and inequality, to advance and improve the lives of our people. Members commit themselves to upholding statutes relating to the values underpinning their work.

(b) Governance

Member organisations, additionally, recognise the need to operate within a framework of clearly defined structures of governance. This includes ensuring that members work according to well-defined objectives and principles, with transparent organisational leadership and management structures that support the implementation of each member organisation’s activities.

(c) Accountability

Furthermore, members commit to an enshrined culture of participation, transparency and accountability which reflects a commitment to the promotion of democratic ideals. This involves ensuring the participation of all relevant stakeholders in the planning and evaluation of programmes and creating spaces for giving feedback on their work.

(d) Management and Human Resources

The Code of Ethics also recognises that the effectiveness of member’s work is dependent on human capacity and skilled leadership. Members therefore commit themselves to appropriate management practices. They do this by continually reviewing their mission, vision, objectives and operations to align themselves with changing social, economic and political circumstances.

(e) Finances

Through signing the Code of Ethics, members highlight that proper and sufficient financial management strategies and systems are essential to ensure the appropriate use of funds and accountability to donors and other stakeholders. Upholding this principle involves accepting that proper accounting and auditing practices are undertaken, appropriate finance management policies are put in place and adhered to and that any mismanagement of organisational funds is dealt with by law.

(f) Resources

Finally, members commit to maintain the original values of efficiency and cost-effectiveness; which requires the systematic management of organisational assets. To this end, the implementation of internal procedures and controls shall be pursued.