gd 7 2 peace and development

www.thwasa.co.za [1] TRIUNE SYNERGETIC MANAGEMENT SYSTEMS

INNOVARSITY offers e-Learning For Life experiences

- that comes from-

e-Learning about demonstrable innovations - with -

e-Learning from people whose ideas foresaw them - and -

e-Learning to implement them – by -

e-Learning to recognise -

The GREAT DIVIDES* that inhibit human progress – because –

“Sometimes we need to look at those things that ‘go without saying’– to make sure they are still going”

[ Carl Becker 1920 ]

“The world we have created today has problems which cannot be solved by thinking the way we thought when we created them “

[ Albert Einstein ]

PEACE & DEVELOPMENT INITIATIVE

INNOVARSI

THIS ‘GREAT DEVELOPMENT DIVIDE’ [GD/7/1 ]between

OTHER REEFERENCES *GD/7/1 - ROYAL RENAISSANCEGD/7/3 COMMUNITY ECONOMICSGD/4/1 TRIUNE SYNERGETIC MANAGEMENY

Refer to www.thwasa.co.za

GD/7/2

http://www.thwasa.co.za/

A COMMUNITY-LEDLIFE LONG LEARNING COURSE

IN SELF-RELIANCE


“When our resources become scarce, we fight over them.

In managing our resources and in sustainable development, we plant the seeds of peace.”

[ Wangari Maathai 2004 Nobel Peace Prize Laureate ]


PEAC

“Always something new out of africa.”“ Ex Africa semper aliquid novi” [Pliny 1 A.D.]

OBJECTIVES

To improve the quality of life of rural communities by : A community-driven course of self-instruction which has been designed as an

unfolding process of self-discovery, in which all creatively active community-based organisations and their representatives are assisted :

To provide Traditional Leadership with a COUNCIL OF EXPERTISE” for: Improving community management and development Skills and quality of decision-making, planning and project management. Fully represents Civil Society and its local organizations Identifying legitimate special interest leaders. Improving levels of co-operation, transparency and inter-personal relations

[ which earned The National Baobab Award 2003 ]

To build greater self-worth and self-confidence by: Bringing people and organizations into an Ubuntu relationship. Uncovering their hidden strengths and abilities. Establishing ethical values of mutual trust and respect. Extending the principles of democracy and citizenship.

To uncover a community’s Human and Social strengths and resources by : Building greater self-worth and self-reliance Bringing people and groups into a co-operative/Ubuntu relationship. Establishing spiritual and ethical values of mutual trust and respect.

To establish a multi-purpose COMMUNITY INFORMATION CO-OPERATIVE for Improving levels of communication and information sharing: Coordinating all development activities within and beyond the community Presenting project and business plans

[ which earned the Stockholm Challenge Award 2000 ]

To establish a COMMUNITY FINANCIAL CO-OPERATIVE [Micro-Bank] for Undertaking local economic development: Promoting community development projects Micro-loans for local enterprises:

[ which earned the World Bank Development Market Place Award 2000 ]

To undertake their own reconstruction and development by : Taking ownership of the development process Implementing principles of COMMUNITY ECONOMICS for self reliance. Planning and implementing a community development strategy. Setting and coordinating their own development projects.



Each module was written with and checked by representatives of both urban and rural communities for its relevance to the reconstruction and development of community life.

This has made it a truly local product and the community’s own solution to the establishment of a model for a legitimate community development structure

that is most suited to the building of an effective civil society.[ See ADDENDUM A[

Module 1 COMMUNITY AWARENESS AND IDENTITYTo build a community, one first has to know what a community is

and what lessons can be learned from the past - the better to map out the future.

Module 2 COMMUNITY LEADERSHIP which identifies the character and ethics of natural leaders

who as the community ‘champions’ are : “The People who Do Things’

Module 3. COMMUNITY ETHICSEvery community depends on those unwritten laws,

which form part of an acceptable code of ethics and behaviour which each community should establish for themselves.

Module 4. COMMUNITY INFORMATION CENTRE - for the formation of a Community Information Co-operative Centre

that mobilizes the human resources of the community

Module 5 COMMUNITY GOVERNANCE - which examines the history of local government

and the principles of self-governance that can support both Traditional Councils and local government

with the formation of a Community Development Co-operative.

Module 6 COMMUNITY ECONOMICS - whereby the principles of wealth and job creation are studied so that

a Micro-Banking facility can be formed for a community to mobilise and take responsibility for its own financial resources

for the generation of greater self-reliant economic activity.

Module 7 SYMBIOTIC MANAGEMENT SYSTEMS that covers the principles of a cooperative style of management in the form of a wheel that is more appropriate to a community

than the conventional pyramid model.

SPECIAL NOTEThis programme is not interventionist. It is a truly ‘distant-learning’ course

It is all to do with people changing their attitudes from being passive receivers of development services to taking creative action

by participants managing their own progress within the community.as they learn from each other in the process.



BUILDING SOCIAL CAPITALTHROUGH A COMMUNITY DEVELOPMENT CO-OPERATIVE

The most valuable resources in a community are its people whose skills and experience are to be found in the many and varied

local interest groups, organisations, associations, clubs, cultural groups and professional associations that voluntarily

serve the social, economic, cultural and spiritual needs of a community.

These are acceptable and legitimate community institutions because they are :

Legitimate constituencies in their own right.

Autonomous, self-motivated and flexible.

Directly involved in, and dedicated to uplifting the community.

Democratically responsible to their members and the community.

Promoters of high standards of knowledge, skills, ethics and experience.

A training ground for leadership.

When these people come together to form a Community Development Co-operative, a different symbol and structure is created which provides Traditional Leadershipwith a second ‘COUNCIL OF EXERTISE’ in the form of a ‘Wheel of Development’

which is not a power structure with one person at the top of a pyramid. Nor is it a controlling body, or a super pressure group

-but a support structure that networks and shares information to facilitate and co-ordinate the process of development.

Neither is this an umbrella body, but a structure in which every member organization retains its own identity and autonomy,

that can benefit from sharing and supporting each other for the greater good, in the true nature of Ubuntu, expressed as

" I am because we are - and we are because I am."

But in a community wheel culture, the role of the leader is like a hub of the wheel, around whom action takes place.

which represents a special form of leadership, the kind that is able to hold people and groups together when they might want to jump out.

Also such a hub-person must be strong enough to take all the pressures, and also to give strength and encouragement to those around them.

Such leaders are essential - for without such a hub, any wheel,indeed any organization or community can fall apart

Also no one person or organisation is in a dominating position. For as the wheel of progress turns,

each activity attains a special position of need and action.

This vision is in keeping with the principles of the DINOKENG SCENARIO No. 3 – “ WALK TOGETHER ”

“Our challenges are addressed through active citizen engagement, a capable state, and strong leadership across all sectors. Good governance, competent delivery,

with active citizen involvement becoming the key to fixing social problems that will become deadly if not addressed””



APPLY TO : THWASA

P.O. Box 355 Umbogintwini 4120Tel No : 082 809 8686

The twelve participants and their deputies who take part in this programme are those who are creatively active who will play a part in creating opportunities for employment

in one of the special interests in their community below

Name of Community

Name of Traditional Leader

The following are categories of special interest which may be altered according to local needs.

SPECIAL INTEREST Name and ID Number Organisation

ECONOMIC RESOURCES1 AGRICULTURE including

ENVIRONMENT 2 BUSINESS including

TOURISM

3 CONSTRUCTION including HOUSING

4 FINANCE including BANKING

SOCIAL RESOURCES5 ARTS & CULTURE including

FESTIVALS6 SPORTS including

RECREATION 7 SERVICES including

TRANSPORT8 SECURITY

HUMAN RESOURCES9 MEDIA including

INFORMATION CENTRE10 EDUCATION including

TRAINING11 HEALTH including

HIV/AIDS12 RELIGION

COORDINATOR Tel Name Fax Address e-nailMONITOR Tel Name FaxAddress e-nail

ADDENDUM Awww.thwasa.co.za [6] TRIUNE SYNERGETIC MANAGEMENT SYSTEMS

COLLECTIVE APPLICATION FOR ENROLMENT INTHE PEACE and DEVELOPMENT PROGRAMME


THE HISTORY OF THE PROGRAMME

The Orange Farm housing settlement, situated some forty kilometres south of Johannesburg, was planned in the late1980’s to provide land ownership for the growing number

of desperate squatters who had settled on nearby farms. Within three years some eighty thousand people had begun to build their own homes,

but with only a rudimentary service of water and refuse collection, but no sewerage and little in the way of other social services including schools.

The provincial government’s administration office in the area had tried to adjust to its unaccustomed democratic role of making contact with the community about its needs. Normally, this

would be through holding municipal elections. But according to the people they were faced with a `Catch 22' situation,

in that a large majority of the new residents came to the area precisely to get away from the political intolerance and violence elsewhere.

Having to choose leaders by holding elections the Western way would mean importing the political problems from which they had wanted to escape.

A leadership vacuum therefore existed except for a few energetic people like Olga Lutu, a truly remarkable woman of energy and idealism, who when asked about

the necessary qualities for leadership. She replied, "“The people who do things “ - qualifying the remark with :

“No one can call themselves a leader unless they have taken the lead in something”.From this exchange came the idea of creating a new organisation made up of such people

, whereupon she called a public meeting to discuss the proposition.Thirty people turned up and gave the concept their approval

and suggested a further meeting which took place the following Saturday when one hundred people turned up

It was at these meetings that it was realised that the most valuable resources in a community are its people whose skills and experience that are to be found in the many and varied local

interest groups, organisations, clubs, cultural groups and professional associations. The idea was put forward that a data-base of everyone's occupations, skills and hobbies

be made that could also serve as a service for employment inquiries. A questionnaire was drawn up of some twelve categories of special interest or need

such as agriculture, arts, education, business, finance, health, housing, religion, sports, transport, and services.

It was decided that those organisations that represent these interests are generally acceptable and legitimate in a community because they are :

Legitimate constituencies in their own right.

Autonomous, self-motivated and flexible.

Directly involved in, and dedicated to uplifting the community.

Democratically responsible to their members and the community.

A training ground for leadership.

Promoters of high standards of knowledge, skills, ethics and experience.

By this time, meetings had grown to 400 per week, and when changed from Saturday to a Sunday up to 800 people would attend It was significant that at this point three years before the first general election

that the generally held view was that their development could not wait for government actionbut had to come from their taking some initial creative action.

which then became the name of the new structure “Creative Action Group”.



A different symbol was needed to differentiate from political parties and the adherence to the Western hierarchical form of organisation

The obvious choice was an Orange with every segment representing each of the twelve functions of special interest or need

in which its leader would be a 'seed person' as a “creatively active individual” of the community.

This image was later changed to a ‘wheel’ for its symbolizing a structure that would differ from the conventional Top-down, hierarchical ‘pyramid form of managementin which the leader is a ‘Hub-person’ whose duty it is to hold all the spokes

that make up the wheel of development that comprised the 12 special needs and interests groups

Then another significant move took place in which one person who was most enthusiastic about the new structure suggested that he should take over one of the sections.

Immediately the people rejected his supposition, saying that only when all the representative organisations concerned had been identified,

would each section choose their leader.Thereupon, the principle was established that the Creative Action Group

should be first and foremost representative of organisations, rather than any person with an active ego or ambition who would use it

as a their own 'power base' or for furthering their own personal ambitions.

This principle was echoed in the drawing up of a constitution, in which a strong ethical, rather than a legal bias was accepted in choosing leaders who would be known and accepted

for their character first and foremost, to be followed by their actions, expertise and achievements, rather than their private ideological agendas, ideas

or promises, as is the case with political elections. The further implication of this principle of `enfranchising' the group

rather than electing an individual is that it would be possible for any leader to be replaced at any time if they were not performing adequately, without losing the continuity.

As Olga further advanced a general African principle that “If you have a good leader – keep him or her.

If they fail – get rid of them immediately – You don’t have to wait for the AGM”

The efficacy of the Creative Action Group was further illustrated in the event that the Provincial Authorities had one million Rand available for the making of sports fields. Their problem was that in deciding to be ‘democratic’ how to ‘consult the people’ when

there had been no representative structure with whom to discuss the placing of these fields. Had there been a municipal authority, this task would have been done

by the Engineers Department, or by them commissioning a ‘Needs Analysis’ from a firm of consultants at a vast fee, over a long period of time, ending up in a report

to be relegated to a file, a shelf or a committee to decide what to do about it.



In the event, a meeting was arranged for one afternoon betweenthe responsible Provincial consulting engineer with 16 representatives of existing sports clubs

that made up the Sports Segment of the Creative Action Group. After only two and a half hours of animated discussion, agreement was reached

on the most equitable positioning of the fields.Thereafter, the community learned the benefits of taking a self-reliant and responsible approach to

development that could lead to the community attracting investments and obtaining offers of assistance from a number of financial and professional organisations.

From this experience a manual for the formation of this a ‘Creative Action” structure was commissioned by Technikon Southern Africa, a distance learning institution that

was looking for a theme for their new politically correct policy of ‘Community Outreach’ which led to the formation of an Integrated Community Building Programme

for communities who wanted to become more self-reliant in the management of their own development, individually, socially, economically, and culturally.

Three other communities were chosen to participate in the implementation of this programme, Winterveld, Etwatwa and Mofolo.

whose feedback was sought for its relevance to the development of community life. This has made it a truly local product and the community’s own solution

to the establishment of a model for a legitimate community development structure that is most suited to the building of an effective civil society.

Olga Lutu :National and International recognition and awards

1. ESKOM /Sowetan Woman of the Year 19912. Creative Action Group recognition by State President : 19923. Old Mutual / Sowetan “Community Builder of the Year” 19944. Mandela Award for Health & Human Rights 19955. World Bank Development Market Place 2000 Primary HealthCare Givers 6. Ma Africa Award 20007. Elizabeth Elle Difference 20028. Community Achievement Award 20079. ANC Dept Public Works 2007

KGAUTSWANE DEVELOPMENT CENTRE.

Upon the initiative of Rod Cusens, then Manager of the Small Business section of First National Bank, the programme was undertaken by this community

under the supervision of Clara Masinga, the Founder of the Kgautswane Development Centre

Kgautswane is situated 70 kms from Lydenburg, virtually devoid of all essential services. A community ‘champion’, Clara Masinga had initiated the Kgautswane Development Center.

In the process they attracted the respect and sponsorship of many institutions and companies. Included were the Lydenburg Beehive Small Business Centre, First National Bank, Safmarine and the Old Mutual who nominated her to become one of the 12 National Community Builders

of the Year in November 1997 and a Community Builder of the Decade in 2000

Their Development Centre had its grand opening on the 8th May 1998 tp coincide with the ‘graduation of the twelve participants of the Community Building programme

The occasion was attended by more than 400 people of Kgautswane, Chief A.T. Kgwete, his Indunas, dignitaries and leading figures in the community.

During the years the following have been established : an ICT centre plus a library, Business training plus ABET, EDSA training; Domestic and job training in sewing, knitting,

cooking and baking. a Tourist village arts and crafts and accommodation. and have a number of voluntary payment schemes operating, which demonstrates

their sense of initiative and collective responsibility.



The people of Kgautswane have also shown exceptional care for their elderly and infirm with the number of creches from 3 to 17. Six centres for aged people and six centres for disabled, built

with support from local Builders AssociationThey say that there is light at the end of the tunnel because the youth

are collectively participating. As a community member Eslina Mdluli has noted :

National Baobab AwardIn December 2002 The State President awarded the National Baobab Award

to Clara Masinga with the citation :“For outstanding contribution to community development, through the promotion of social reinvestment of skills, home-based care and economic self sufficiency”.

As the Founder and Director of the Kgautswane Community Development Center, this award to Clara recognised how a community that is determined to start

their own process of self-reliant development can attract investors and donors to assist them to improve themselves economically, socially and culturally.

The World Bank Impressed by their initiative and success, made available $50 000to assist in the implementation of the computerized information centre [ICT]to bring much needed training and commercial information to this rural area.

At the opening of the Centre in October 1999, Mrs Elaine Wolfensohn,wife of the President of The World Bank congratulated the community on their initiative and said

that it was high time that we recognised the characteristics of rural leadership.She paid tribute to Clara for her vision and determination,

and how The World Bank was happy to have been able to support that vision.

“We see you as a model for other communities in the way that you have brought, the community, traditional leadership, government and NGOs together in co-operation and collaboration”

Infrastructure servicesIn the later 1990’s applications were made to TELKOM for lines, ESKOM for power

and VODACOM for connectivity. The response at the time was negative. But with the resultant development, all three have now provided their services

to the centre in preparation for expected expansion to other future clients.

The World Bank Development Market Place [ Washington D.C. February 2000 ]The World Bank had become sensitive to criticisms of its strategies in Africa,

and responded to the perceived need to make more direct contact with communitieswith the establishment of their Development Marketplace.

This initiative began with a request to the 160 branches of the bank world-wideto provide examples of innovative community projects.

More than 1200 projects were received and 340 were accepted as initial prize winners.South Africa submitted the following Five projects all of which gained awards :

Village Banks for Leveraging Local Savings for local Development A Healthy Start - with Natural Circle cultivation Community Primary Health Care-givers African Digital Library Roundabout Pump.[ which also attained the overall prize of the event ]

Since the introduction of the principles of Community Economics they have learned to help in financial matters and in their own local fund raising.

In the process they have gained greater self-respect and self-confidence and have discovered the secrets of self-governance and self-reliance.

On 2nd December the Board decided they had to have a bank to open – so a local builder together with voluntary help built a new building in nine days

-just in time for the 0pening ceremony by the Provincial Premier.



Opening of the Kgautswane ‘Village Bank’ . [D ecember 11TH 1999] In October 1999 the community of Kgautswane were addressed by the CEO

of the Financial Services Association on the methodology of opening their own Village Bank. Within two weeks they had collected the names of 350 shareholders

and thereupon formed their required Board of Directors and management team. The date for the official opening of the bank was set for 11th December 1999

to be performed by the Premier of the Northern Province.

The previous Village Banks in the N.W. Province had taken many months to publicize and establish, but the course preparation provided to the community leaders had already engendered

an understanding of the meaning, responsibility and benefits of their having their own banking facility. In two years their Capital Reserve Account had accumulated R750 000 on which collateral

over 4000 micro-loans hav been obtained from formal financial institutions - not by risking members savings. as is the case with other savings and loans groups.

These results validated the Community Economics Principle ‘ that aid can be demanded - but investment has to be attracted’ –

even from government - so that instead of ‘oiling the squeaky wheel’ all external sectors have responded to the movement of the ‘Development Wheel’ that the

community learned to implement and appreciate the further principle of Community Economics : “Invest first where your best interests are - not just where the best interest is.”

The Premier of the Limpopo Province further responded to this communitywith the Provincial government making R6 million available for roads, water reticulation,

a clinic, sports amenities and school upgrading, to which the community as a whole provided labour input and successful supervision.

WORLD SUMMIT FOR INFORMATION SYSTEMS 2003 : GENEVAThe South African Minister of Communication, in her formal address,

paid tribute to Clara and Kgautswane, closing with the following comments :

“Allow me President, to begin my contribution with the introduction of a very distinguished member of the South African civil society delegation to this important Summit, Ms Clara Basenjeng Masinga whose participation has been sponsored by the Southern Africa WSIS Partnership. Ms Masinga, is from the Kgautswane community in Limpopo, one of the underdeveloped provinces of our country. She is a recipient of the Order of the Counsellor of the Baobab Award, one of out highest national awards granted by our President.

This is how a leading Sunday paper describes her work and her community. Kgautswane is on the border of Limpopo and Mpumalanga. It is a mountainous area that was bypassed by development, maybe due to its terrain. It is made up of 19 villages that have neither electricity nor telephones and only borehole water. She has built a community which grows vegetables for the poor and the ill; has a computer center, a sewing workshop, kitchens and an arts center. It contains an information center, a development coop and a financial services microbank, which is built up from personal savings and external investment

President, Clara Masinga personifies not only resilience but also the depth and possibility for change that can result from the constructive use of ICTs that we have been talking about at this summit. There are many like Ms Masinga, who have put their hopes on this center and its outcome to do what would otherwise be inconceivable – jump several stages in the development process. This is why we believe this summit can and should leave an indelible mark”

In conclusion, President, it is our view that from this historic Summit, Ms Clara Masinga can go back to her community with a message to her grandchildren that there is not only hope but also a certainty that they will be equal and active members of the Information Society. She can also tell them that their unique identity will add to the richness of this Information Society not only in form but also in content”



THE STOCKHOLM CHALLENGE 2000The Kgautswane ICT Centre was one of the 12 projects selected out of 600 world-wide

which gained The Stockholm Challenge 2000 Award. This is one of the world’s most prestigious information technology awards

that is said to be the equivalent of a Nobel Prize for Information Technology . This award is made to projects that are unique examples of how

I T may be used in innovative ways to benefit people and society in terms of education, economic and social welfare, health and the promotion of democracy.

This award has validated the contention that the first and most important need is for a community to establish its own ownership and management of its information, and not to have it imposed upon them by any public or private sector agency, however well motivated.

Clara confirms that :“We have done all these activities because we were taught to work integrated. The most important thing is that myself, Chief, Indunas and other traditional and political leaders in other villages work integrated, also with the Premier’s Office.”

Traditional LeadershipThe combination of the triple community Development Co-operative, Information Co-operative

and a Financial Co-operative [Village Bank] effectively provided the Traditional Leader Chief A.T. Kgwete with a second ‘Council of Expertise’,

which answers criticisms of the custom of a ‘Council of Elders’ lacking both gender representation and skills appropriate to the needs of contemporary society.

This structure moreover, is not a pressure group in competition with or an alternative to either governmental or traditional structures, but is a supportive institution

that co-operates with all levels of government.

Chief A.T. Kgwete further has his Indunas serving on many of the project committees, providing a two-way exchange of information on matters of development,

and has given a special written commendation and acknowledgement of the special leadership role of the women of the community through the Development Centre, “.

“...because our community benefits from those women’s work.”

Chief Kgwete further noted that through their Co-operative Center;”We have solutions of any conflicts” ,he adds that “ through the computer centre and the Village Bank, we find ourselves communicating with people outside through Internet and we save our money within the Village Bank."

Clara MasingaNational and International recognition and awards

1. Old Mutual / Sowetan “Community Builder of the Year” 19972. Department of Health & Welfare Merit certificate “Volunteer of the Year ‘ 19973. Certificate of Achievement : Association for Persons with Disability 19974. REDI Certificate Business Outreach : Budgeting and management 19995. Circle Cultivation Course 1998 : 6. Mentoring Programme Certificate : People Development 7. Old Mutual / Sowetan “Community Builder of the Decade” 20008. The Star : One of “Ten National Heroes” 20009. World Bank Development Market Place 2000 ‘Village Bank’ Award10. Stockholm Challenge Award 2000 for innovative use of ICT 11. World Summit for Information Society 200312. The National Baobab Award from the State President 200313. Re-investiture of Baobab Award by Limpopo Premier 200314. International Labour organisation Certificate :15. Technikon SA Merit certificate 2003



THE ZULU ROYAL HOUSE The example of Kgautswane in taking its own initiatives and the role that Chief A.T. Kgwete had played

convinced King Zwelethini Goodwill that the Co-operative Development model would be worthyof replicating in his Kingdom with the purpose of fulfilling the Royal vision for Rural Renewal

envisaged in his Directive given to Prince Mbonisi Zulu, the founder of the Thwasa organization.

In preparation, the former community building programme was re-written as aPeace and Development Initiative which has begun in the equally remote rural village of Mziki

For details contact www.thwasa.co.za

and INNOVARSITY publications

GD/7/1 ROYAL RENAISSANCE

GD/7/2 PEACE AND DEVELOPMENT INITIATIVE

GD/7/3 COMMUNITY ECONOMICS




gd 7 2 peace and development

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