Love life csi conference

loveLife in a changing world

Grace Matlhape, CEO

Scott Burnett, Programme Support

28 May 2013

The evolution of SA’s largest HIV prevention campaign for young people

Contents

1. Forging effective social partnerships

2. What it takes to address the specifics of HIV in South Africa

3. Case study: KwaNobuhle loveLife Y-Centre

4. Complete young leaders

Contents





Forging effective social partnerships

1. A new social contract, that takes the past seriously

while building for the future, is possible.

2. Social investment is not short-term investment.

3. Like businesses, nongovernmental organisations are

only remain relevant when they can offer a clear

value proposition to the market.

4. In creating a new social

contract, we come to

the table as partners

who have a

responsibility toward

each other to agree on

how we are going to

create social goods, as

we are all participants in

society.

When do we need to work together?

• When the challenge faced requires a societal response:

1. Kaiser Family Foundation

projections of South African

workforce AIDS deaths vs. other

deaths 1997-2015 (2001)

2. South African Unemployment (May 2013)

The scale of the challenge today: HIV, AIDS, and TB

Percentage of all 15-65 y.o. South

Africans with HIV: 16,9%

Women at antenatal clinics in

KwaZulu-Natal with HIV: 39,5%

Total number of people living

with HIV in SA (5,6m) ++

People who have tuberculosis who

are also HIV-positive ��

Every day

in SA in

2011…

1,042 new

infections

648 initiated

treatment

707 AIDS-related

deaths (44%)

Sources: Stats SA; UNAIDS; National Department of Health; South African National AIDS Council

Contents





We started by co-creating a brand with our target market

• The loveLife brand was designed to be

young, vibrant, and sussed. To have attitude.

• Like young people, our brand is ambitious,

independent, and expressive.

• We did not set ourselves up as strict

parents: we led by example.

• We celebrated youth who are:

• proud of where they come from, their

heritage, their spirit.

• have leadership qualities – who know

what they want and where they are

going.

• respectful, honest, caring, youth who

question, analyse and seek out

information.

The brand is made real through services and outreach

loveLife Brand

900 hubs

8,000 young leaders per

annum

8,000 schools

750,000 through

sports p/a

Nationwide multimedia

Specialised response to parents &

OVC

Clinical quality

improvement

Psychosocial support

Informed by evidence, held together by a theory of change

A cluster of social & economic factors predict high risk behaviour

Helplessness in the face

of challenges

Individual

• LOW SELF-ESTEEM

• NO SENSE OF FUTURE

• UNCERTAIN IDENTITY

Social

• COERCION

• PEER PRESSURE

• LACK OF PARENTAL

COMMUNICATION

• EXPECTATIONS OF

WOMANHOOD

• MALE SENSE OF

ENTITLEMENT

Perception of scant

opportunity

Pressure to conform to

negative social norms

HIGH RISK TOLERANCE

Structural

• POVERTY

• LOW EDUCATION

• MARGINALIZATION

• INEQUALITY

Sense of constrained

choices

We now interact face-to-face with 1 in 3 teenagers

All programming is driven by youth leadership

• The groundBREAKER youth service programme has graduated

almost 12,500 leaders since 2001.

• Over 50,000 unemployed youth have served as loveLife

‘mpintshis’ since 2003.

Youth leadership development has many consequences

Some important gains have been made

Trends Colour Prevalence trend

Age group Male Female Improvement

2-14 Equivocal (+-)

15-19 Worsening

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60+

Trends in age-specific HIV prevalence, based on cross-sectional surveys

in 2002, 2005 and 2008

Youth sexual behaviour is changing; adults are still in trouble

Prevalence among young men has been steadily decreasing

Self-reported condom use at last sex almost at 90% among men

Contents





A world-class multipurpose youth centre for Uitenhage

Equal partners

loveLife Trust

Chairperson Mpho

Makwana

loveLife Trust

Chairperson Mpho

Makwana

Numsa Shop

Stewards Council

Chair Lazola

Ndlazilwana

Numsa Shop

Stewards Council

Chair Lazola

Ndlazilwana

VWSA Chairman

Hubert Waltl

VWSA Chairman

Hubert Waltl

VWSA MD David

Powels

VWSA MD David

Powels

Nelson Mandela

Bay Executive

Mayor Zanoxolo

Wayile

Nelson Mandela

Bay Executive

Mayor Zanoxolo

Wayile

Ward Councillor

Nomsa Booi

Ward Councillor

Nomsa Booi

loveLife CEO Grace

Matlhape

loveLife CEO Grace

Matlhape

Clearly aligned interests challenge the power dynamic

Local, Provincial &

National

Government

Volkswagen South

AfricaloveLife

Contribution

Land for Y-Centre;

political capital;

support of clinical

services; links to

schools; support to

sports leagues; etc.

Building and

operating costs;

technical support;

on-going

partnership; etc.

Youth leadership

development

model; loveLife

brand experience;

community trust;

etc.

Interest Service delivery

Good relationships

with employees

and their families;

healthy and skilled

workers; reputation

management

Expansion of social

impact

Delivering projects together builds trust

Government

• Obstructive

• Slow

• Corrupt

• Fossilised

Corporate

• Greedy

• Alien

• Exploitative

• Cynical

NGO

• Wasteful

• Ungoverned

• Tear-jerking

• Unskilled

�

• Enabling

• Responsive

• Trustworthy

• Modern

�

• Generous

• Local

• Sustainable

• Genuine

�

• Efficient

• Reliable

• Rewarding

• Experts

The underlying driving force: youth unemployment

According to the National Planning Commission (2011):

“The social cost of long term unemployment is staggering: if a young person

fails to get a job by the age of 24, they are almost never likely to get full-time

formal employment…

“South Africa risks having 60% of an entire generation of young people... not

having ever held a formal job…

“This time bomb is the single greatest risk to social stability in South Africa.”

* Rankin, N., Simkins, C., Rule, S., Trope, N., Bernstein, A. (2007) “The Struggle for Jobs:

Evidence from the South African Young Persons Survey”. CDE Focus Number 13, Centre for

Development and Enterprise, Johannesburg, July 2007.

Median age for a first job in South Africa*?

20 21 22 23 24 25 26 27 28

Our brand proposition: “Powering the future”

Contents





Young people are ready and willing to lead: just ask them

A new groundBREAKER pathway is possible

Mpintshi (Unemployed Youth Volunteer)

groundBREAKER (loveLife Contracted Youth Volunteer)

Pre-College Learner

(In a college-readiness bridging programme)

FET College/Varsity Student

(Competent in his/her skills and abilities)

Employed Young Adult (Dignified and risk averse)

The formal components of this pathway rely on trust being built

Exit Point 1:

Artisan

Certificate

Exit Point 2:

College

Diploma

Exit Point 3:

University

Degree

Year 1: loveLife Academy

Mpintshi Programme +

College Readiness I

Current reality: Dysfunctional

Schooling System

Skills

Void

Year 2: loveLife Academy

groundBREAKER

Programme + College

Readiness II

Year 3: Artisan Training

Centre/FET

College/University

i) Artisan training ii)

Vocational Training iii)

First year degree training

Year 4: FET

College/University

i) Vocational Training ii)

Second year degree

training

Year 5: University

i) Final year degree training

Public Sector / Corporate

South AfricaReady and able for the

world of work

loveLife Academy

Start End Goal

Skills Fund

THANK YOU

Grace Matlhape

CEO

[email protected]

082 619 2250

Scott Burnett

Programme Support & Business Development

[email protected]

082 940 4740

Education

Love life csi conference