ANNUAL REPORT 2015/6 - Siyazisizasiyazisiza.co.za/wp-content/uploads/2016/06/Siyazisiza... · 2016-06-26 · The Siyazisiza Trust – Annual Report 2015-2016 2 From the Chair… It

The Siyazisiza Trust – Annual Report 2015-2016

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ANNUAL REPORT 2015/6

P.O. Box 67239

Bryanston

2021 South Africa

Telephone: +27 (0) 11 706-4507

Facsimile: +27 (0) 11 706-8663

Website: www.siyazisiza.org.za

http://www.siyazisiza.org.za/


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From the Chair…

It gives me great pleasure to present our report on activities and progress

during the period 1 March 2015 to 29 February 2016.

Our donors and partners are our life blood – our sincere thanks for their

interest and financial assistance. I would particularly like to acknowledge

the support of Tigers Eye, the Ackerman Pick ‘n Pay Foundation, the Anglo

American Chairman’s Fund and the Fulton Foundation.

We are particularly pleased to have been awarded a grant of

R 900,000 from the Wesbank Fund (First Rand Foundation) for a range of

activities that set the foundations for a four-year Food Security and

Agricultural Livelihoods initiative called the Masilimeni Programme. The

primary goal of this programme is to grow a resilient network of micro-

farming households and micro-farming hubs in each targeted community by

2019

Given the current economic situation, we are acutely aware that we are in a most fortunate position and we

continue to tightly manage and control our finances.

As always, I acknowledge and thank the dedication and hard work of our staff. Much progress has been made by

our KwaZulu-Natal field team during the period under review. Many agricultural projects have been hard-hit by

the ongoing and severe drought conditions and one of three strategic priorities going forward is the development

and implementation of alternate methods and equipment which will increase the resilience of these small farms.

Another strategic priority is attracting and retaining youth in agriculture, an issue that the country is desperately

trying to address through a vast range of initiatives to stimulate an interest in agriculture among the youth. Within

many rural regions, agriculture offers youth the only prevalent employment opportunity.

The Trust’s craft development approach was re-modelled in 2012 and is now centred on the establishment of

secondary marketing business entities which each serve crafters within their specific geographical areas. The

Trust’s role as “middleman” between rural crafters and the market is systematically being transferred to these

secondary marketing businesses which are receiving support and mentorship from the Trust and its associate

service delivery partners. Not without its challenges, we are generally pleased with progress being made in our

Craft Development Programme, funded by the Jobs Fund and Tigers Eye.

I am pleased to report that, once again, we have been able to show a surplus in terms of our income and

expenditure, getting a little closer to our objective of approximately R 50 million to enable us to become self-

sufficient and sustainable through reserve fund investments.

The time and expertise so willingly given by our Board of Trustees is very greatly appreciated.


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Mission To promote food security and small food and craft enterprise

development in rural communities in South Africa.

Founded 1987

Registration Number 4191/87

Non-Profit Organization 019-313

Number

Public Benefit 18/11/13/4526

Organization Number

BEE Rating Level 1

Patron in Perpetuity Mary Rose

Patrons Chris Saunders

Arnold Zulman

Board of Trustees Phumla Mnganga (Chairperson)

Zuzifa Buthelezi

Eugenie Drakes

Geh Phungula (resigned September 2015)

Rachel Ruwo

Hugh Sundelson

Catherine Tinavapi

Zimkhitha Zatu

Jane Zimmermann

Staff Complement

Ilene Abrams, Finance and Admin Assistant, Fleet Manager

Justin Bend, KZN Provincial Manager – from March 2015

Pascal Chuene, Agricultural Project Coordinator – seconded from LIMA until 30 April 2015

Nokulunga Gasa, Monitoring and Evaluation Officer – from January 2016

Nozipho Gwala, Rural Community Development Officer – from July 2015

Ntandose Gumede, Office Administrator, KZN


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Busi Khumalo, Rural Economic Development Officer, KZN

Mfundo Mahlase, Rural Economic Development Officer – from January 2016

Mthandeni Mantenqu, Rural Community Development Officer – from March 2015

Gremmar Matsimbi, Receptionist/Administrative Assistant

Mpumelelo Mdakane, Field Manager, KZN South

Mandla Mnguni, Craft Field Facilitator: Mpumalanga

Sanelisiwe Moloi, Rural Economic Development Officer – from January 2016

Dikeledi Ndaba, Craft Production Manager

Ayanda Ngcobo – Community Development Officer - until May 2015

Mandla Nkoana, Field Manager: Mpumalanga

Tommy Nkuna, (Driver/Administrative Assistant)

Jabu Nxumalo, Rural Economic Development Officer, KZN

Geh Phungula, Senior Field Manager, KZN North

Wendy Prowse, Finance Support (part-time)

Gill Worby, Financial Director

Philani Xaba, Agricultural Project Coordinator, KZN – until October 2015

Nomcebo Zaca – Agricultural Project Coordinator, KZN – from May 2015

Jane Zimmermann, Executive Director

Auditors B J Priest & Associates

P.O. Box 131431

NORTHMEAD

1511

Legal Advisor NS Copley Consultancy cc

Project Areas KwaZulu-Natal

– uMkhanyakude District Municipality

– uMzinyathi District Municipality

– uThungulu District Municipality

– Zululand District Municipality

– uMgungundlovu District Municipality

Mpumalanga

– Nkangala District Municipality

– Ehlanzeni District Municipality

– Gert Sibande District Municipality

Tax Status The Trust is a public benefit organization in terms of

Section 30 of the Income Tax Act, and receipts and

accruals are exempt from income tax in terms of

Section 10 (cN) of the Act.


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The Siyazisiza Trust has been approved for purposes

of Section 18A (I)(a) of the Act and donations to the

organization are tax deductible in the hands of donors

in terms of and subject to the limitations prescribed in

Section 18A of the Act.

Financial Year End February

Postal Address Head Office Field Office

P.O. Box 67239 P.O. Box 7006

Bryanston Empangeni Rail

2021 3910

South Africa South Africa

Telephone +27 (11) 706-4507 +27 (35) 772-5860

Facsimile +27 (11) 706-8663 +27 (35) 772-5863

Email [email protected]

Website www.siyazisiza.org.za

mailto:[email protected]



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Where we work…


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BACKGROUND

The Siyazisiza Trust was founded in 1987 by a group of concerned Durban-based businessmen who

came together to found an organization which would benefit the ‘poorest of the poor’, responding to a

call for help from rural northern KwaZulu-Natal (KZN), a deeply neglected region of South Africa with

a large population.

Whilst it has, over time, expanded its reach into Mpumalanga, the Trust’s work in food security and

agricultural livelihoods is focused in northern KwaZulu-Natal where the Trust provides support to 62

separate community-based agricultural projects which range in size from small subsistence-based food

gardens to medium-sized commercial-based agricultural enterprises.

Through its agricultural outreach work, the Trust currently provides support to 821 direct beneficiaries

in KZN, all of whom are rural black South African citizens and of which 84% are female. The average

age of our beneficiaries is 54-years old with 11.4% being considered youth (18 -34 years old).

The Trust is increasingly seeing the value of working in partnership and engages regularly with a

number of government, private sector and civil society organisations and institutions.

The Trust’s craft development approach was re-modelled in 2012 and is now centred on the

establishment of secondary marketing business entities which each serve crafters within their specific

geographical areas.

The Trust’s role as “middleman” between rural crafters and the market is systematically being

transferred to these secondary marketing businesses which are receiving support and mentorship from

the Trust and its associate service delivery partners.

The Trust is currently working with 46 craft groups comprising 430 crafters.


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VALUES

Respectfulness: We respect our colleagues and honour the choices of our beneficiaries. We

encourage each person to take control of his/her own life.

Integrity and Accountability: We promote and support the highest level of integrity in the

Trust’s administrative, service and outreach activities.

Innovativeness: We explore and support innovative solutions to address challenges that impact on

the Trust’s endeavours to achieve its mission.

Partnerships: We actively support, seek and establish mutually beneficial partnerships with a

wide range of stakeholders.

Sustainability: All of our work is centred on ensuring the sustainability of our projects and the

organisation.


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PRIMARY OBJECTIVES

To support and mentor food security and food and craft enterprise development projects in, but

not limited to, KwaZulu-Natal and Mpumalanga;

To establish primary co-operatives (producers and growers);

To facilitate the establishment of secondary business entities (not co-operatives) which will serve

primary producer and grower groups in terms of marketing and logistics.

To provide training to both primary co-operative members and secondary business entities in

production, product development, financial management, marketing and leadership.

To provide start-up equipment and materials as required

TARGET PARTICIPANTS/ BENEFICIARIES

The Trust’s target participants are all previously disadvantaged rural dwellers including small scale,

subsistence and emerging farmers, crafters and potential entrepreneurs. The great majority of our

participants/beneficiaries are women.

12 000 jacaranda Tabasco caddies were produced for

Woolworths through Volcano Advertising. A hugely

challenging order from which many

lessons were learned.

Photographic credits: Justin Bend; John Anthony Boerma; Laurette van Zyl; Geh Phungula;

Mpumelelo Mdakane; Narit Gessler; Wendy Prowse; Melani de Wet. Cover: Narit Gessler


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STRUCTURE

OUR BOARD OF TRUSTEES

The Trust is extremely fortunate to have a highly involved, active, committed and specialised Board of

Trustees.

Dr Phumla Mnganga, Chairperson: Phumla is the Managing Director of

Lehumo Women’s Investment Holdings, a women-owned and controlled

infrastructure investment company. Prior to this she spent most of her career

working for blue chip employers such as the Tongaat Hulett Group and

Deloittes. She has extensive corporate experience having served in various

executive capacities including Human Resources, Investor Relations and

Transformation. She has served on the Boards of Tongaat Hulett Properties and

the Black Management Forum. She currently serves on the Board of the Spar

Group, Crookes Brothers Limited, Gold Circle and Tolcon. Phumla is also the

Chairperson of the University of Kwazulu-Natal Council. In 2014, Phumla obtained her PhD in Social

Entrepreneurship from Wits University.

ENTERPRISE DEVELOPMENT

(FIELD OPERATIONS)

BUSINESS DEVELOPMENT AND

FUNDRAISING

FINANCE, ADMINISTRATION AND HUMAN RESOURCES

PROVINCIAL

MANAGER:

KZN

NATIONAL

CRAFT

DEVELOPMENT

MANAGER

FUNDRAISING

AND BUSINESS

DEVELOPMENT

SUPPORT

CRAFT

PRODUCTION/TRAINING

MANAGER

ADMINISTRATIVE SUPPORT

STAFF

SUPPORT STAFF I.E. RECEPTIONIST

AND DRIVER

SENIOR FIELD STAFF

FIELD STAFF

BOARD OF TRUSTEES

FINANCIAL DIRECTOR

EXECUTIVE DIRECTOR

CHAIRPERSON


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Zuzifa Buthelezi: Zuzi holds a BA degree from the University of Zululand

and a Diploma from the London School of Economics. He is a consultant

across different industries and an entrepreneur with diverse interests in, inter-

alia, Energy, Mining, Gaming and Farming. He has sat on a number of

Boards, including Metropolitan Life, Specialized Exhibitions, Kingdom

Communications (as Chair), National Association of Catering Employers (as

Chair), Khulani Holdings (as Chair), Compass Group Southern Africa and

Supercare. Zuzi is motivated by making time to play a role in community

upliftment initiatives such as the Siyazisiza Trust.

Eugenie Drakes: Eugenie has been involved in the creative industries for

many years and founded piece in 2000. Piece collaborates with craft artists

from all walks of South African life, exposing their designs to the South

African and international markets and trains and mentors producers to operate

successfully in the modern business world. In 2013 piece was a Runner up in

the SAGE 702 Small Business Competition. Eugenie has consulted to the

WK Kellogg Foundation in Botswana and KZN as well as Technoserve in

Swaziland. She is a Founder Board Member of the Southern Guild Design

Foundation and a Graduate of the Goldman Sachs-GIBS 10 000 Women

Certificate Programme for Women Entrepreneurs.

Rachel Ruwo: Rachel is a partner and Head of Advisory and Research at

Opportunvest, a company that focuses on development and funding of

business opportunities. Her responsibilities at Opportunvest include deal

origination, fund raising, structuring and specialised investment reporting. A

multi-talented and tasked individual, Rachel has worked on various private

equity, banking, financial and advisory functions. She is passionate about the

investment and capital markets and their accommodation to previously

disadvantaged communities. She has worked with Empowerdex, the National

Empowerment Fund and the DBSA Jobs Fund on various BEE transactions

and job creation initiatives. She holds a BSc Honours degree in Economics

and is a member of the CFA Institute.

Hugh Sundelson: Hugh has served both as an internal and external

consultant and has extensive experience in transforming and leveraging

people capability and organizational potential. Having consulted to several

corporations, both nationally and internationally, Hugh developed a deep

appreciation of the dynamic forces that drive and achieve organizational

strategy and ultimately create organizational capability and shareholder value.

Hugh completed his Masters (M.A.) degree in Professional Development

(Coaching) through Middlesex University in the United Kingdom and is in

the process of completing his Doctorate (PhD) in Organizational Behaviour.


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Catherine Tinavapi: Catherine is a Senior Legal Advisor in Standard Bank’s

Corporate and Investment Banking division specializing in cash, trade

financing and custody and administration of securities. Her portfolio is

structured geographically, at a high level, to cover all the countries in which

Standard Bank operates on the African Continent. Catherine is also responsible

for all matters relating to and involving SWIFT, interbank relationships and

multinationals and public international organizations such as the United

Nations. In addition to banking experience, Catherine has worked in private

legal practice, management consulting and advisory services. Catherine’s

management consulting experience includes consultancy in strategic

purchasing, supply chain management and supplier development, business

process improvement, business process outsourcing, shared services and project

management.

Zimkhitha Zatu: Zimkhitha is a Chartered Accountant who qualified in 2007.

She completed her undergraduate and post graduate studies at the University of

the Witwatersrand. Her work experience began at KPMG where she completed

her articles in the Industrial, Automotive and Pharmaceuticals business unit.

In 2008 she joined the Industrial Development Corporation (“IDC”) as a

Business Analyst. In 2010 she was promoted to Account Manager in the

Metals, Transport and Machinery products business. In 2012 Zimkhitha was

appointed Financial Manager: Cement Business Analyst at PPC Ltd. In 2014

she was promoted to the PPC Ltd CFO’s office as the Executive Manager, a

position which she currently holds.

Zimkhitha currently holds board positions at African Women Chartered Accountants (“AWCA”), the

SAICA Thuthuka Education Upliftment Trust and the Siyazisiza Trust.

OUR STAFF

The commitment and dedication of all staff is acknowledged with very sincere thanks.

During the year under review:

Justin Bend was appointed Provincial Manager, KwaZulu-Natal from March 2015

Nokulunga Gasa was contracted as Monitoring and Evaluation Officer – from January 2016

Nozipho Gwala was appointed Rural Community Development Officer from July 2015

Mfundo Mahlase was appointed Rural Economic Development Officer from January 2016

Mthandeni Mantenqu was appointed Rural Community Development Officer from March 2015

Sanelisiwe Moloi was appointed Rural Economic Development Officer from January 2016

Philani Xaba’s tenure with the Trust as Agricultural Project Coordinator, KZN, was terminated

in October 2015.


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Mfundo Mahlase, Ntandose Gumede, Justin Mpumelelo Mdakane and Nozipho Gwala

Bend, Nomcebo Zaca, Sanelisiwe Moloi,

Nokulunga Gasa and Busi Khumalo

Mthandeni Mantenqu, Jabu Nxumalo, Mandla Nkoana and Mandla Mnguni

and Geh Phungula

Wendy Prowse, Gremmar Matsimbi, Ilene Abrams, Gill Worby,

Jane Zimmermann, Tommy Nkuna and Dikeledi Ndaba (seated)


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OUR DONORS AND PARTNERS

There are two critical elements to what we do – our staff and, of course, our donors and partners without

whom nothing could be achieved. During the period 1 March 2015 to 28 February 2016, the Trust

received more than R 15,848,313 million from our donors, partners and clients.

We acknowledge with very sincere thanks, their support, interest and encouragement.

Ackerman Pick ‘n Pay Foundation

Anglo American Chairman’s Fund

E Bellairs Trust

Gladys and Malcolm Cameron

Foundation

Condor Medical

The Davies Foundation

First Rand Foundation (Wesbank)

Foundation for Human Rights

The Fulton Trust

The Jobs Fund

Lima Rural Development Foundation

Herman Ohlthaver Trust

Ralph Pohorille

Pudthane

Spar Group Ltd

Suaval

Tigers Eye

Norman Wevell Trust


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OUR STRATEGIC PARTNER

South Africa’s most integrated Tourism business, Tourvest, has partnered with the Trust over the past 17

years in uplifting the rural communities of South Africa.

This relationship, which has seen in excess of R130 million being contributed by Tourvest to the Trust’s

causes, is based on mutual respect and belief in the abilities of each party. Where there is trading

between the Parties, this is done on an arm’s length basis ensuring that fair trade principles are applied.

Tourvest Destination Retail (TDR) is the business unit within the Tourvest Group that manages the

relationship with the Trust. It is a travel retailer operating 84 outlets of which 62 are in South Africa.

TDR is South Africa’s most respected and largest single retailer of South African arts, craft and

handmade product; as such, it is an ideal vehicle to provide the Trust and many of its projects with

precious access to market as well as access to valuable retail intelligence.

TDR’s commitment to the creation of sustainable jobs and the support of SMME’s in South Africa is

further under-pinned by its supply chain; the vast majority of its in excess of 1000 suppliers are small

and micro enterprises, owned and managed by passionate South Africans.

This relationship between TDR and the Trust is a remarkable and truly symbiotic relationship, adding

value to both parties; the Trust secures a significant source of donor revenue as well as access to critical

markets, whilst Tourvest is provided with a proven effective methodology to support rural development

in South Africa.

Many thousands of the poorest within our rural communities have benefitted and continue to benefit

from this relationship, so one might well say that the true winner in this scenario is South Africa.

ERIC DE JAGER

After 22 years with Tigers Eye, Eric de Jager retired in

February 2016.

It was in 1999 that Tigers Eye needed to find a development

organisation with which it could partner in terms of its social

responsibility (enterprise development and social

development) obligations. Very fortunately for the

Siyazisiza Trust, Eric de Jager found former Executive

Director, Mrs Mary Rose, learned about the Trust’s activities

and made the decision to partner with us.

In the seventeen years of our partnership, Tigers Eye has granted more than R 91 million to the

Trust’s endeavours in food and craft development in rural areas of South Africa.


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When times were extremely tough, Eric - and David Brenner (who has succeeded Eric) – were always

available to assist us in finding solutions. Eric insisted on keeping things at arm’s distance and trusted

us to allocate the funds where we felt they were most needed.

Eric de Jager is an incredibly humble and wise but passionate human being. A remarkable

businessman with a huge heart and commitment to playing his part in making our country a better

place.

The Trust presented Eric with a state-of-the-art fishing reel as a token of appreciation – seen here with

Jane Zimmermann and Trustee, Zuzifa Buthelezi.

We salute and thank you Eric! Happy fishing!

POLICY

During the year under review, a section on disability was included in the Trust’s policy.

STAFF RESOURCES AND DEVELOPMENT

Vehicles

Vehicles are critical to our field work and our second greatest cost – staff salaries being the largest

component of our budget. Given the terrain in which we operate, vehicles have a lifespan of three to

four years.

During the year under review, the Trust leased four new Isuzu bakkies.

Educational Assistance

The Siyazisiza Trust makes provision, funds permitting, to:

• Develop a skilled workforce capable of work practices and responding to organizational changes.

• Improve performance and motivation of individual employees.

Support for tuition fees as well as study/examination leave is at the discretion of the Executive Director

or his/her nominee. This assistance relates specifically to studies requested by the employee (outside

organizational planning) and not the general specific training of employees which management may

implement from time to time.

The support is provided for 1) short course specific skills and 2) further education, which is additional

but mutually beneficial to the employee and organization in terms of the increased knowledge and skills


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that the employee will acquire. It, therefore, has to be relevant to both the employee’s function and the

organization, in order to be considered.

During 2015/6, education support of R 935.00 was provided for Ms Ntandose Gumede to complete an

Excel course.

In early 2016, Mrs Ilene Abrams graduated with a BCom Marketing and Business Management and was

“Top Student” for the class of 2015.

67 BLANKETS FOR NELSON MANDELA DAY

In June 2015, two hundred children from the Maqiyana Primary School near Ulundi in KwaZulu-Natal

received hand-knitted blankets from the 67 Blankets for Nelson Mandela Day project.

40% of the children are AIDS orphans and many are from child-headed households.

The Maqiyana Primary School came to the attention of the Siyazisiza Trust during a Board field trip in

November 2014. Trustee, Mrs Eugenie Drakes, was so impressed with the dedication and commitment

of the headmistress and staff of the school that she vowed there and then to approach the 67 Blankets

for Nelson Mandela Day project for blankets for the children.

The Siyazisiza Trust is assisting the school with the establishment of a garden which will provide fresh

produce for the children as well as the surrounding community.

THE COMPETITION COMMISSION

The Competition Commission is pursuing a case against the Trust and Tourvest for alleged collusive

tendering and price fixing. This arises from tenders which the Trust and Tourvest submitted to ACSA

for the operation of retail craft shops in the OR Tambo Airport. Tourvest has for many years been a

major donor of the Trust, for which we are extremely grateful. In the bidding process, the Trust was


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open and transparent regarding its relationship with Tourvest and does not believe that it has

contravened the Competition Act. Accordingly, it is defending itself against these allegations.

FINANCE

Financial Controls

The Siyazisiza Trust utilizes the QuickBooks Accounting Programme for recording data and managing

its financial reporting. The data is captured daily and the accounts reconciled on a monthly basis.

Management accounts are presented to the Board on a quarterly basis together with a detailed

expenditure report against the annual organizational budget as approved by the Board. Income against

the annual budget is monitored monthly. The organization is audited annually by auditors, BJ Priest &

Associates.

Expenses are allocated to various cost centres and both income and expenditure is tracked by individual

project or donor, if required. Financial reports are provided to donors as per their individual

requirements.

All expenses are authorized by the Executive Director prior to being loaded for payment on the internet

banking system and checked and released by the Finance Director.

Investment of Reserve Funds

The Trust’s reserve funding has been invested in the following accounts on a compounded interest basis.

Our intention is to grow our investments to a point whereby the Trust’s operating costs will be covered

by the interest earned on the investments. The investment portfolios are reviewed on a regular basis.

Mr Don MacRobert commissioned a beaded Union Jack for

presentation to Her Majesty, Queen Elizabeth on becoming

the longest reigning monarch in September 2015. The flag was

beaded by Elsie Mahlangu. Don (left) with Dikeledi Ndaba and

Mandla Mnguni of the Siyazisiza Trust.


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FOOD SECURITY AND AGRICULTURAL ENTERPRISE DEVELOPMENT

STRATEGY

The Siyazisiza Trust has identified a host of challenges facing micro-farmers in the region and the need

for a more diversified approach aimed at building increased resilience in small-scale agricultural

enterprises. This strategy intends to develop the capacity and resilience of its community gardens

through an approach that includes a diverse range of sustainable, resilient and practical solutions to

address challenges facing the Trust’s community gardens.

Based upon the field experiences of the Trust’s KwaZulu-Natal team and engagement with other

partners and stakeholders, it has been agreed that there are three primary factors that pose risks to the

long-term sustainability of the Trust’s agricultural projects, namely: climate change; the lack of youth

involvement in agriculture; and the ever increasing markets barriers facing small-scale agriculturalists.

Strategic Priority 1: Climate Change

Current climate change predictions for the region present a scenario of rising temperatures, increased

variability in rainfall (change in patterns, onset and amounts) and increased frequency of extreme

weather events such as drought and floods. The country is already experiencing some of these weather

extremes. Clearly, water, or the lack thereof, is the major impact of climate change and variability will

be increasingly experienced. Many of the Trust’s micro-farms were established during wetter times and

have not adapted their agricultural methods in response to this change in climate. As a result, yields are

at an all-time low and it is imperative that alternate strategies and equipment be introduced which will

increase the resilience of these farms. Currently 30% of the Trust’s micro-farms are standing dormant or

have a reduced areas of cultivation.

The objectives under this strategic priority include:

Identifying and introducing more drought resistant food crops for community gardens.

Improving linkages for community gardens with more reliable and sustainable markets, particularly

for re-introduced drought resistant food crops.

Adapting and improving current agricultural methods better suited to the local socio-economic and

natural environment.

Improving the type and range of produce being grown to better meet the broader dietary

requirements of the farmers, their families and communities and the region.

Creating an active awareness among beneficiaries of what constitutes a balanced diet.

Exploring the establishment of community level seed-banks and seed-sharing networks.

The expected outcomes of activities under these objectives include:

Increasing sustainability and resilience of community gardens.

Increasing sustainable agricultural production of a more diverse range of produce.


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Improving levels of regional food security.

Increasing levels of independence of community gardens.

Strategic Priority 2: Youth in Agriculture

The farming population in South Africa is ageing. Attracting and retaining youth in agriculture is an

issue that the country is desperately trying to address through a vast range of initiatives to stimulate an

interest in agriculture among the youth. Within many rural regions, agriculture offers youth the only

prevalent employment opportunity. Unfortunately, many youth view agriculture as an ‘old persons

venture’ and are invariably drawn to searching for jobs in urban centres.

Youth unemployment in South Africa currently stands at 52%. With youth constituting 66% of the

country’s total population, it is imperative that those working within the rural development sector ask

themselves how they can attract, educate and retain young people in agriculture.

Whilst the average age of micro-farmers in the Trust’s agricultural projects is less than the national

average at 52-years, only 10% of our beneficiaries are youth. This has a major implication on the

sustainability of our projects and it is critical that we explore means of involving young people in our

projects and encourage them to be young agricultural entrepreneurs.


Identifying and mitigating those barriers to youth involvement in the Trust’s community gardens.

Promoting among our beneficiaries the importance and value of youth inclusion in the Trust’s

community gardens.

Promoting agriculture to youth in the communities in which we work.

Establishing youth-centred agricultural projects.

Establishing partnerships with youth development organisations and formulating collaborative

strategies and programmes to attract youth involvement in the community gardens.

The expected outcomes from activities under these objectives include:

Reducing risk to long-term sustainability through increased active youth involvement in community

gardens.

A number of youth-centred agricultural projects that showcase and promote the value of agricultural

enterprise opportunities.

Symbiotic relationships with a number of key regional and national youth development

organisations.


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Strategic Priority 3: Access to Markets

Rural community gardens are finding it increasingly difficult to participate in markets. The Trust’s

community gardens tend to have relatively small amounts of farm produce to market but often do not

have access to systems of communication, finance and transport. Aggregating produce and

synchronizing production and marketing systems would enhance their ability to enter available markets

more easily as a collective.


Enhancing beneficiaries’ technical and managerial capacity through training and mentoring;

Assisting community gardens to approach supermarkets with their business plans to establish

coherence with the supermarkets’ enterprise development projects and/or corporate social

investment initiatives;

Promoting collective financing, production and/or marketing amongst our community gardens to

ensure sufficient volume to justify the contract and to enable them to supply more continuously;

Engaging with organisations such as Fairtrade, or similar types of related ‘responsible’ branding-

based organisations to facilitate the branding of produce from small and emerging farmers.


Formalized purchase agreements with key local and regional markets;

Increasingly empowered, equipped and informed beneficiaries who are actively seeking and

engaging new market opportunities;

Increased collaboration between regional community gardens achieving the scale to more

effectively and profitably engage markets.


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Projects

The over-arching challenge during the period under review as well as going into the 2016/7 period

remains the lack of water. The current climate change predictions for the region present a scenario of

rising temperatures, increased variability in rainfall (change in patterns, onset and amounts) and

increased frequency of extreme weather events such as drought and floods.

The country is already experiencing some of these weather extremes and KwaZulu-Natal is particularly

hard-hit. Clearly, water, or the lack thereof, is a major impact of climate change and variability will be

increasingly experienced. Many of the Trust’s micro-farms were established during wetter times and

have not adapted their agricultural methods in response to this change in climate. As a result, yields are

at an all-time low and it is imperative that alternate strategies and equipment be introduced which will

increase the resilience of these farms. Currently 30% of the Trust’s micro-farms are standing dormant or

have a reduced areas of cultivation.

The Trust played a pivotal role in bringing the drought in northern KwaZulu-Natal to the attention of the

news media, relevant government departments and the NSPCA, to both provide drinking water to the

people and to euthanize dying cattle in the areas in which we work. Numerous protests by communities

interrupted field staff’s ability to carry out their duties notwithstanding that 30% of our community

vegetable gardens are dormant.

In developing our Agricultural Strategy going forward, sustainability and resilience of community

gardens is a priority which we intend will result in increasing sustainable agricultural production of a

more diverse range of produce, improving levels of regional food security and increasing levels of

independence of community gardens.

Notwithstanding the effects of the drought, implementation of the new model continued. Particular

activities included: registration of producer groups which have reached Level 1 as primary co-


23

operatives; provision of equipment; training (establishing, registering and managing a co-operative, all

aspects of agricultural production, market linkage, nutrition, environmental awareness, etc.) and

mentoring.

LEVEL 1: These projects have demonstrated their readiness in terms of our new model.

LEVEL 2: These projects will continue to receive support and mentoring from the Trust until they

can achieve Level 1 status.

LEVEL 3: These groups have been identified as food security projects only. There is very minimal

chance that they can develop into Level 1 or 2 projects due to a number of factors. This

grading, however, does not limit any project in this category from improving and being

rated at a higher level in future.

It is important to note that we will continue to mentor and assist food security-only

projects.

Drought has been the key challenge during the year under review.

Summary of Projects

Currently, 62 food security and agricultural livelihoods projects are receiving direct support from

the Siyazisiza Trust;

There are 821 direct beneficiaries of which 84% are women;

The average age is 53-years old (South African average age within the agricultural sector is 64-

years);

25%/30% of projects are lying dormant due to a complete lack of access to water.


24

Wesbank’s Food Security and Agricultural Livelihoods Programme – the

Masilimeni Programme

The Siyazisiza Trust was awarded a grant of R 900,000 from the Wesbank Fund to cover a range of

activities that would set the foundations for a four-year Food Security and Agricultural Livelihoods

initiative called the Masilimeni Programme. The primary goal of this programme is to grow a resilient

network of micro-farming households and micro-farming hubs in each targeted community by 2019.

Central to this year’s activities was the undertaking of a Baseline Study that would be used to monitor

and evaluate programme activities over the next four years. LIMA Rural Development Foundation was

contracted to undertake this study on the Trust’s behalf.

As well as the above study, funding was set aside under the application to undertake nutritional and

environmental awareness. Siyabona Creative Learning Trust was contracted to present nutritional

awareness training that was very well received by our beneficiaries. At our request, it focused heavily on

the nutritional value of traditional food crops as a precursor to promoting the use of these crops in the

coming four years.

The Wildlands Conservation Trust was contracted to undertake environmental awareness training and

mentoring. This too was very well received and has begun to set the scene for introducing more

sustainable approaches to agriculture.

The first year of the Masilimeni directly benefitted 1,260 beneficiaries, many of whom we have seen

increased levels of awareness of the value of good nutrition and a healthy environment.

The Ackerman Pick ‘n Pay Foundation

The Siyazisiza Trust received a very generous grant of R 600,000 from the Ackerman Pick ‘n Pay

Foundation for the installation and upgrade of irrigation systems in its community gardens across

northern Kwazulu-Natal.

Some of the projects that have benefited from this funding include:

Siyathuthuka Community Garden: Comprised of community members of a local HIV/AIDS and

cancer support group, this garden is situated on the banks of the Pongola River. A drip-irrigation

system is now under trial in this 1-hectare community garden which not only reduces the amount of

water required but also offers a low labour solution for people with lower levels of physical capacity

due to their respective illnesses.

Vukuzenzele Community Garden: Located just outside of Ulundi, the availability of water to this

community garden has been radically reduced. A nearby stream has been reduced to a trickle and the

group is struggling to capture enough water to effectively irrigate their garden. Having only


25

occasional access to a pump that is utilized by a local cattle dipping station, the group cannot

regularly fill their water tank. The irrigation system is in the process up being upgraded to address

this shortcoming with the provision of a water pump and the layout of a more effective dragline

system.

Vukuzakhe Community Garden: Utilizing their own funds, this group had appointed an

unscrupulous irrigation ‘specialist’ to install their irrigation system. The provider installed a totally

ineffective system that simply did not work and then the “specialist” disappeared. For three years,

the group has tried to make the best use of the few items that did work, such as the pump, to provide

some water for irrigation but with limited success. This system is now being removed and a brand

new dragline system being installed which will include a water tank 6m off the ground which will

provide ample pressure to effectively irrigate the whole garden.

Vukezenzele-Usebenze Community Garden: Lead by an extremely strong local community

champion, this group has been slowly accruing, piece-by-piece and a simple irrigation system for

their garden. This is one of the few gardens that has a good all year round supply of water from a

spring that runs through the centre of the garden. With the funding provided by the Ackerman Pick

‘n Pay Foundation, their irrigation system has been completed and upgraded to optimize the

potential of this garden to produce high levels of good quality produce.

Vusanani Community Garden: In the build up to previous elections, the installation of an

irrigation system at this garden was initiated under the auspices of the local municipality.

Unfortunately, the installation was never fully completed and today this under-utilized garden has a

non-functioning system. Water is readily available from a local pan from which community

members manually collect water to irrigate their gardens. Aside from being a highly ineffective and

labour intensive method to irrigate a community garden, the pan is home to crocodiles and hippo

making this is a high-risk undertaking. The current irrigation system is currently being completed

and the garden expanded to increase the amount of land available for cultivation.

Thandanani Community Garden: For years this group has irrigated their garden by manually

collecting water from a nearby river. This has severely limited potential yields and, as such, a new

dragline irrigation


26

CRAFT DEVELOPMENT

STRATEGY

As mentioned elsewhere in this report, the Trust’s craft development approach was re-modelled in 2012

and is now centred on the establishment of secondary marketing business entities which each serve

crafters within their specific geographical areas.

The Trust’s role as “middleman” between rural crafters and the market is systematically being

transferred to these secondary marketing businesses which are receiving support and mentorship from

the Trust and its associate service delivery partners.

Producers of craft are seldom, if ever, equally adept at marketing their product as they are of producing

it. While some certainly do, the majority do not and with this in mind, the Trust embarked on a model

which provides young entrepreneurs with the opportunity of having their own marketing businesses.


Identifying the most suitable candidates to open and manage their own marketing businesses;

Providing required training and mentoring in financial management and marketing;

Consulting the market to ensure that product development is relevant;

Providing technical training to crafters on new products developed;

Ensuring a smooth transition for buyers.


Successful entrepreneurs managing their own marketing businesses and making a profit;

Successful production by crafters.

New products in demand;

Successful technical training and ability by crafters to produce product;

Buyers comfortable with new procedures.

Projects

The basis for the development of a new approach was the common misconception that producers of craft

are equally adept at marketing and financial management and administration. While some producers

may have skills to both produce, market and administer, the majority do not. Following implementation

of a pilot programme, it also became apparent that Secondary Co-operatives are fraught with problems,

most problematic being the election of secondary co-operative members/leadership by primary co-

operative members. Bullying, electing friends, political interference and lack of accountability to both

primary and secondary co-operative members have been hugely counter-productive.


27

As such, the Trust amended its model to establish secondary marketing businesses as private companies

with customized MOIs, members of which are business partners/owners.

CRAFT DEVELOPMENT PROGRAMME

An application to the Jobs Fund for a Craft Development Programme was approved and a contract

signed with the Jobs Fund in 2014.

The objective of the initiative is to improve the wellbeing of 280 crafters (primarily rural women) and

secondary business entity owner/managers through job creation and increased income opportunities. The

fundamental intention is to link rural crafters to markets through primary co-operatives and five

secondary business entities. Products developed are market –driven.

BUYERS

Craft: high, medium, low- end wholesalers (including

interior designers, corporates, etc.)

.

COMMUNITY OWNED AND

MANAGED ENTERPRISE

SECONDARY MARKETING

BUSINESS

• Marketing

• Operations (packaging,

shipping, admin)

• Financial management

including payment to producers

• Transport

COMMUNITY OWNED AND

MANAGED ENTERPRISE

SECONDARY MARKETING

BUSINESS

• Marketing


shipping, admin)



• Transport

COMMUNITY OWNED AND

MANAGED ENTERPRISE

SECONDARY MARKETING

BUSINESS

• Marketing


shipping, admin)



• Transport

PRODUCER GROUPS PRIMARY CO-OPERATIVES

COMMUNITY OWNED AND

MANAGED ENTERPRISE

SECONDARY MARKETING

BUSINESS

• Marketing


shipping, admin)



• Transport




Different groups within the

same geographical area.








28

The total project cost is R15 965 000 of which R5 016 000 has been committed by the Siyazisiza Trust’s

own resources through Tigers Eye’s support. The total number of permanent jobs to be created is 300 (in

this case self-employment and not jobs in the formal sense).

Our Craft Development Programme, funded by the Jobs Fund and Tigers Eye, was and remains central

to our craft development activities

During the period under review:

Five secondary marketing entities were registered with the CIPC;

Logos and branding material were developed and finalized for the secondary entities;

Members received and will continue to receive financial and marketing training and mentoring;

New products were developed and technical training provided to crafters in Mpumalanga and

KwaZulu-Natal;

Marketing and consultation with buyers is an ongoing activity;

Documentation of lessons learned and an independent evaluation of the project were completed;

Not without some challenges, orders received were generally successfully delivered by the relevant

secondary marketing businesses in partnership with their specific crafters.

Financial Training and Mentoring

Financial training and mentoring is being delivered by Gill Worby. All secondary businesses

were provided with a laptob/desktop and the Quickbooks accounting package.

The Quickbooks Accounting training and general accounting mentoring takes place at the

respective Marketing Business’ offices once a month to capture all income and expenditure data

and to reconcile the bank accounts. The training is now being expanded to include the broader

capabilities and functions of the accounting package;

Training via TeamViewer and/or telephone continues;

All fixed assets have been uploaded to the relevant businesses’ accounts;


29

Business owners are now able to produce monthly Profit and Loss reports and various sales

reports;

Invoices are being created by the businesses themselves, with guidance, as and when orders are

received and are being sent directly to the clients;

All five businesses have now opened Money Market bank accounts in addition to their current

accounts in order to obtain maximum interest on their funds until required.

The secondary marketing businesses are:

Zenta Marketing (Mpumalanga East)

Isimilo Creations (Mpumalanga West)

Ma Tombi Women in Craft (KZN Mkuze)

Lusha Marketing (KZN Eshowe)

Ooh Khamba (KZN Midlands

Technical Training

Dates: 18 to 29 May 2015

Number of crafters: 31 crafters

Area: Eshowe area , KwaZulu-Natal

Product developer/s: Louisa van Stade

Trainers: John Anthony Boerma, ArtAid

Laurette van Zyl, ArtAid


30

Dates: 13 to 24 July 2015


Area: Cullinan, Mpumalanga West




Dates: 14 to 25 September 2015


Area: Midlands, KwaZulu-Natal




Dates: 25 January to 5 February 2016


Area: Badplaas, Mpumalanga





31

Marketing Training and Mentoring

Kate Chisholm, marketing trainer and mentoring consultant, has been contracted to provide marketing

training and mentoring to the five business entities. During the period under review:

A two-day marketing session was held in Johannesburg with the three KwaZulu-Natal based

business entities to attend SARCDA for a full day and visit a range of market outlets that deal in

hand-made product. SARCDA included introductions to potential buyers, exercises to analyze

competition, and to research latest colour and design trends. Market visits included large retail

chains in Sandton, small independent gift and ‘curio’ outlets, an “’African aesthetic’’ décor

wholesaler and funky new design-focused outlets such as those at the Potato Sheds in Newtown.

Marketing sessions were held throughout the year with all five business entities. Various topics

are covered including client interaction, “presenting your products” to clients in person,

telephonically and via email, ordering, production control, quality control and infield management

of crafts being produced;

Digital and hard copy filing systems were finalized.


32

Operating Capital

Operating capital for each business was included in the budget to Jobs Fund. This has allowed the

businesses to purchase their office furniture and equipment, secure offices premises and pay salaries and

rent for a reasonable period of time.

Orders

The secondary marketing businesses have begun processing orders. During the period under review, a

large order from Volcano Advertising for their client Woolworths, was received. This comprised 12 000

jacaranda wood Tabasco caddies which, at the time of writing, were still on sale in Woolworths stores.

Many lessons were learned during the production of this order, not least, providing buyers with realistic

delivery schedules and not being swayed otherwise.

Tigers Eye and SOURCE Design Southern Africa, particularly, placed good orders for various products,

ably managed by the secondary businesses.

FIELD VISIT BY THE JOBS FUND

In late August 2015, Lydia Strehlau (far right) and Mokete Mokone (second from left) of the Jobs

Fund visited craft groups and secondary business entities in KwaZulu-Natal. Accompanied by Gill

Worby and Wendy Prowse, they visited Lusha Marketing and MaTombi as well as various primary

craft co-operatives in northern KwaZulu-Natal. Visiting projects on the ground brings the reality of

constraints faced by rural communities into sharp focus.


33

FOOD SECURITY AND AGRICULTURAL ENTERPRISE PROJECTS District

Municipality

Local

Municipality

Project Name Location Dormant

as a

result of

drought

Enterprise

(and size if a

garden)

No. of

participants

%

Female

Average

Age

Level Registered

as a Co-

operative

U

M

Z

I

N

Y

A

T

H

I

Msinga

Zizameleni Rorke’s Drift

(Shiyane)

Active Vegetable

garden –2.5ha

10 90% 66 2 No

Zamani Ka

Gxobanyawo

Dormant Vegetable

garden –2ha

30 73.33% 61 3 No

Senzokwethu Rorke’s Drift

(Shiyane)

Active Vegetable

garden –1ha

11 100% 62 2 No

Masazana Tugela Ferry Dormant Vegetable

garden –2ha

20 85% 61 3 No

U

M

K

H

A

N

Y

A

K

U

D

E

Jozini

Hlahlambani Madeya Dormant Vegetable

garden –

2.5ha

4 100% 48 2 No

Hlanganani Nondabuya Active Vegetable

garden –1ha

5 100% 50 2 Yes

Magema Nondabuya Active Vegetable

garden – 10h

13 69.23% 54 1 Yes

Mesula KwaJobe Dormant Vegetable

garden -2ha

10 100% 49 3 No

Mnothophansi Mzinyeni Active Vegetable

garden –

1.8ha

7 71.43% 49 2 Yes

Mthidiwe KwaJobe Active Vegetable

garden – 10ha

9 66.67% 39 1 Yes

Munywana Munywane Dormant Vegetable

garden –4ha

34 100% 44 1 In progress

Nyamane Ouwaleni Dormant Vegetable

garden –

1.8ha

20 90% 57 3 No

Qedindlala Odalweni Dormant Vegetable

garden –

2.5ha

16 93.75% 48 2 No


34

U

M

K

H

A

N

A

K

U

D

E

Sicelokuhle Mange Active Poultry 6 100% 46 1 In progress

Siyakhuthala Mzinyeni Dormant Vegetable

garden –2ha

8 100% 50 2 In progress

Siyathuthuka Nyamane Active Vegetable

garden –

2.5ha

24 95.83% 48 2 No

Sphilangemvula KwaJobe Active Vegetable

garden –5ha

5 100% 56 2 No

Thandanani Mamfene Active Vegetable

garden –

2.6ha

17 88.24% 58 2 No

Vukaphansi KwaJobe Active Vegetable

garden –

4.4ha

18 100% 46 3 No

Vukuzenzele Madeya Dormant Vegetable

garden –4ha

38 89.47% 49 3 No

Vusanani Mozi Active Vegetable

garden -4ha

22 81.82% 56 3 No

WozaWoza Mfingosi Active Vegetable

garden –

2.8ha

16 75% 52 2 Yes

Zandiziya-gezana Mhlekazi Active Sewing 5 100% 60 3 No

Zondile Madeya Dormant Vegetable

garden –

1.2ha

4 100% 56 3 No

U

T

H

U

N

G

U

L

U

Nkandla Zenzeleni Bhancane Active Vegetable

garden – 2ha

19 78.95% 56 2 No

Zaminhlanhla Dlomo-Sdashi Active Vegetable

garden –2ha

21 100% 53 1 Yes

Vukuzithathe Matshesikazi Active Vegetable

garden –

2.5ha

10 50% 61 1 Yes

Vukanimphakakathi Vumanhlamvu Active Vegetable

garden –

2.5ha

16 100% 61 2 Yes


35

U

T

H

U

N

G

U

L

U

Senzakahle Dlomo Active Vegetable

garden –

2.7ha

5 80% 55 2 No

Zamokuhle Tulwana Active Vegetable

garden –

0.7ha

25 100% 56 3 No

Thelumoya Phansi

Primary Co-operative

Ntulwane Active Vegetable

garden –9ha

25 100% 42 1 Yes

Osizweni Manyane Active Vegetable

garden –

0.8ha

15 80% 62 2 No

Mazukhashe Primary

Co-operative

Nxamalala Active Vegetable

garden –2ha

6 66.67% 51 1 Yes

Jameson Drift

Primary Co-operative

Jameson Drift Active Vegetable

garden –

0.6ha

23 86.96% 58 2 Yes

Hhutshini Manyane Active Vegetable

garden –

0.7ha

6 100% 44 2 No

Umlalazi Masibonge Sonke UMhlathuzana Active Vegetable

garden -1.2ha

13 61.54% 55 2 Yes

Langalethu Izinyosi Active Vegetable

garden -3.4ha

22 86.36% 50 2 No

Z

U

L

U

L

A

N

D

Nongoma Khuthalani KwaMinya Active Vegetable

garden–1.3ha

9 66.67% 67 2 No

Mayoyo Vuna Dormant Vegetable

garden–5ha

10 80% 47 2 Yes

Mlazi Ombuzi Active Vegetable

garden–3ha

15 73.33% 50 1 Yes

Nazareth Sizabantu KwaMusi Active Vegetable

garden –2ha

16 93.75% 59 2 Yes

Ngqophamlando Sizane Active Poultry 7 85.71% 52 1 No

Nzamangamandla Zama Active Vegetable

garden–5ha

10 90% 45 1 Yes

Ofezela Kwadlakuse Active Vegetable

garden–1.5ha

12 91.67% 44 2 No


36

Z

U

L

U

L

A

N

D

Sibonginhlahla Sovana Active Vegetable

garden–3ha

11 72.73% 58 2 In progress

Vukuzenzele -

usebenze

Esikhwebezi Active Vegetable

garden–1.2ha

16 68.75% 61 1 In progress

Zama-zama Sizani Dormant Vegetable

garden–1ha

16 100% 60 2 No

Ulundi Amanzawayo Mbudle Active Vegetable

garden–1ha

14 57.14% 57 1 Yes

Inqaba Yokuzenzela Mfolozi Active Vegetable

garden–2ha

7 57.14% 53 2 Yes

Khuthala Mama Nkonjeni Active Vegetable

garden–1ha

8 100% 60 3 No

Maqiyane School Ntendeka Active Vegetable

garden–2ha

11 27.27% 57 1 No

Masibambisane No.

1

Qwasha Active Vegetable

garden–2ha

6 66.67% 45 1 Yes

Bonisanani Mpungose Active Vegetable

garden–2ha

9 66.67% 55 1 No

Sisebenza Kanzima Sishwili Active Vegetable

garden–1ha

12 83.33% 53 2 Yes

Ukuthula Zondela Active Vegetable

garden–1ha

8 50% 48 2 No

Vukuzakhe Dlebe Active Vegetable

garden–2ha

5 80% 57 2 Yes

Vukuzenzele No. 1 Ntabamhlophe Active Vegetable

garden–2ha

8 50% 48 2 No

Wela Wela Dormant Vegetable

garden–2ha

14 92.86% 44 2 No

Xolo Xolo Dormant Vegetable

garden–2ha

13 100% 46 1 No

ZDM Mkhazane Active Nursery 1ha 6 66.67% 61 3 No


37

CRAFT DEVELOPMENT PROJECTS District

Municipality

Local

Municipality

Name of Project Location Enterprise Number of

participants

Level (as

graded i.e.

1, 2 or 3)

Registered as a

co-operative

KWAZULU-NATAL

ILEMBE Mandeni Inyoni Craft primary co-operative Enyoni Beading and Sewing 9 1 Yes

U

T

H

U

N

G

U

L

U

uMlalazi Ithubalethu

Project

Mbongolwane Weaving 9 2 No

Masibambane

Project

Isiphezi Beading 19 2 No

Ikhowe Project Esafube Embroidery 9 2 No

Wombane Project Ezimpongo Telephone Wire 10 1 No

Zimisele

Embroiders

Izindophi Embroidery 3 1 No

Nkandla Magwaza Nkandla Ceramic 9 No

Nquthu Ngobese Ladies Ngcepheni Grass weaving 6 1 No

Msinga Mankenyane Tugela Ferry Beading, Pottery and

telephone wire

3 1 Yes


38

Siyanqoba Msinga Kwadolo Bead work and grass

weaving

6 Yes

Funukwenzani Emazabeko Pottery 8 1 No

Nomikanjani Tugela Ferry Woodcarving 6 1 Yes

ZULULAND

Ulundi Vusanani Kwadolo Wire work 7 Yes

Imbokodo Isigodi Phola Telephone Wire 12 2 No

Imvunulo Yesizwe KwaNongoma Grass weaving 25 1 NPO

Nongoma Vulukukhanya project KwaNongoma Grass weaving 12 2 No

U

M

G

U

N

G

U

N

D

L

O

V

U

uMsunduzi Anda Dodo Pietermaritzburg Ceramic 1 No

Blackbird ceramics Pietermaritzburg Ceramic 1 No

Ehle kwaPata Bead work and sawing 5 No

Siyanqoba Elandskop Elandskop Bead work, grass weaving

and sawing

6 Yes

Sivukile Elandskop Sawing, bead work 3 Yes

uMvoti Impumelelo Beaders Lions River Bead work 9 Yes

Skhumbuzo Mahlaba Mafaratini Leather 1 Yes

Makhamahle Mpophomeni Pottery, sawing, bead

work

9 Yes

Siyakhuleka Mpophomeni Bead work 2 No

Siyazama Ngome-Greytown Ngome Sawing and wire work 2 2 Yes

Amagugu Esizwe Ngome Sawing bead work and

grass weaving

2 Yes

U

M

K

H

A

N

Y

A

K

U

D

E

Hlabisa Ziphembeleni project Nkwalini Basket weaving 17 2 No

Siphumelele project Mpembeni IIala weaving, grass

mates, medallions and

Pouf.

18 2 No

Mtubatuba Sizakahle primary co-operative Mtubatuba Beading and Jewellery

making

9 1 Yes

Zizameleni project Mtubatuba Pottery 1 2 No

Jozini Shayamoya project Ntshongwe Woodcarving 1 2 No

Hlabisa Vukanathi project Hlabisa (Sixeni) Grass weaving 17 2 No

Zenzeleni project Hlabisa (Ngoqongo) Grass weaving 31 1 In process

Vezumnotho project Hlabisa (Esibhojeni) Grass weaving 13 1 Yes

Umhlabaya-

lingana

Sibonisweni project Mhlabuyalingana Grass weaving 14 2 No

Big Five Mbhedula project KwaMduku Grass weaving 3 1 No


39

MPUMALANGA

N

K

A

N

G

A

L

A

Dr J.S Moroka Buthelelani primary co-operative Kameelrevier Beading and embroidery 11 2 Yes

Rhubhani primary co-operative Vaal Bank Beading and embroidery 15 1 Yes

Thembisile

Hani

Kosikhona primary co-operative Kwaggafontein Embroidery and beading 7 1 Yes

Dalagubha primary co-operative Kwaggafontein Beading, plastic weaving

and recycle tin

27 2 Yes

Ndlelehle project Kwaggafontein Beading and embroidery 3 2 No

Sinakekela Imvelo primary co-

operative

Phola

(KwaMhlanga)

Poplar and telephone

weaving

7 1 Yes

Steve Tshwete Katy’s Interiors Middelburg Sawing 2 2 No

E

H

L

A

N

Z

E

N

I

Mbombela Henry Makamo Matsulu Jewellery and wire work 1 2 No

Sonboy Nkuna Nhlalakahle Woodcarving 3 2 No

Bushbuck-ridge Belfast community project Belfast Woodcarving and crochet 9 1 In progress

Madileka Makhumbi Ya Jeriko

primary co-operative

Lilly dale

(Newton Gate)

Recycle bead making and

wire work

8 1 Yes

Jonas Mhlongo Welverdiend Woodcarving 2 2 No

A 4 Art Casteel Wire and beads work 4 1 In progress

South African Active Disable

People Association. (SAADPA).

Dwarsloop Woodcarving 18 2 NPO

GERT

SIBANDE

Chief Albert

Luthuli

Power on Hands primary co-

operative

Locheal Woodcarving 7 2 Yes

Msuka legwa Tshepo Multi-Purpose primary

co-operative

Ermelo Plastic weaving 6 2 Yes

Pixlika Isaka

Seme

Ukhamba Pottery primary co-

operative

Daggakraal Pottery 8 1 Yes


40

The Siyazisiza Trust

P.O. Box 67239

Bryanston

2021 South Africa

Telephone: +27 (11) 706-4507

Website: www.siyazisiza.org.za

Email: [email protected]


Documents

ANNUAL REPORT 2015/6 - Siyazisizasiyazisiza.co.za/wp-content/uploads/2016/06/Siyazisiza... · 2016-06-26 · The Siyazisiza Trust – Annual Report 2015-2016 2 From the Chair… It