loveLife in a changing worldGrace Matlhape, CEOScott Burnett, Programme Support28 May 2013The evolution of SA’s largest HI...
Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case st...
Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case st...
Forging effective social partnerships1. A new social contract, that takes the past seriouslywhile building for the future,...
When do we need to work together?• When the challenge faced requires a societal response:1. Kaiser Family Foundationprojec...
The scale of the challenge today: HIV, AIDS, and TBPercentage of all 15-65 y.o. SouthAfricans with HIV: 16,9%Women at ante...
Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case st...
We started by co-creating a brand with our target market• The loveLife brand was designed to beyoung, vibrant, and sussed....
The brand is made real through services and outreachloveLifeBrand900 hubs8,000 youngleaders perannum8,000 schools750,000th...
Informed by evidence, held together by a theory of changeA cluster of social & economic factors predict high risk behaviou...
We now interact face-to-face with 1 in 3 teenagers
All programming is driven by youth leadership• The groundBREAKER youth service programme has graduatedalmost 12,500 leader...
Youth leadership development has many consequences
Some important gains have been made
Trends Colour Prevalence trendAge group Male Female Improvement2-14 Equivocal (+-)15-19 Worsening20-2425-2930-3435-3940-44...
Prevalence among young men has been steadily decreasing
Self-reported condom use at last sex almost at 90% among men
Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case st...
A world-class multipurpose youth centre for Uitenhage
Equal partnersloveLife TrustChairperson MphoMakwanaloveLife TrustChairperson MphoMakwanaNumsa ShopStewards CouncilChair La...
Clearly aligned interests challenge the power dynamicLocal, Provincial &NationalGovernmentVolkswagen SouthAfricaloveLifeCo...
Delivering projects together builds trustGovernment• Obstructive• Slow• Corrupt• FossilisedCorporate• Greedy• Alien• Explo...
The underlying driving force: youth unemploymentAccording to the National Planning Commission (2011):“The social cost of l...
Our brand proposition: “Powering the future”
Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case st...
Young people are ready and willing to lead: just ask them
A new groundBREAKER pathway is possibleMpintshi(Unemployed Youth Volunteer)groundBREAKER(loveLife Contracted YouthVoluntee...
The formal components of this pathway rely on trust being builtExit Point 1:ArtisanCertificateExit Point 2:CollegeDiplomaE...
THANK YOUGrace MatlhapeCEOgrace@lovelife.org.za082 619 2250Scott BurnettProgramme Support & Business Developmentsburnett@l...
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Love life csi conference

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LoveLife CEO Grace Matlhape and Director of Programmes Scott Burnett discuss the long-running, well-known youth programme; how and why it has evolved from a communication platform to a leadership development programme, and where it is going in the future.

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Love life csi conference

  1. 1. loveLife in a changing worldGrace Matlhape, CEOScott Burnett, Programme Support28 May 2013The evolution of SA’s largest HIV prevention campaign for young people
  2. 2. Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case study: KwaNobuhle loveLife Y-Centre4. Complete young leaders
  3. 3. Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case study: KwaNobuhle loveLife Y-Centre4. Complete young leaders
  4. 4. Forging effective social partnerships1. A new social contract, that takes the past seriouslywhile building for the future, is possible.2. Social investment is not short-term investment.3. Like businesses, nongovernmental organisations areonly remain relevant when they can offer a clearvalue proposition to the market.4. In creating a new socialcontract, we come tothe table as partnerswho have aresponsibility towardeach other to agree onhow we are going tocreate social goods, aswe are all participants insociety.
  5. 5. When do we need to work together?• When the challenge faced requires a societal response:1. Kaiser Family Foundationprojections of South Africanworkforce AIDS deaths vs. otherdeaths 1997-2015 (2001)2. South African Unemployment (May 2013)
  6. 6. The scale of the challenge today: HIV, AIDS, and TBPercentage of all 15-65 y.o. SouthAfricans with HIV: 16,9%Women at antenatal clinics inKwaZulu-Natal with HIV: 39,5%Total number of people livingwith HIV in SA (5,6m) ++People who have tuberculosis whoare also HIV-positiveEvery dayin SA in2011…1,042newinfections648initiatedtreatment707AIDS-relateddeaths (44%)Sources: Stats SA; UNAIDS; National Department of Health; South African National AIDS Council
  7. 7. Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case study: KwaNobuhle loveLife Y-Centre4. Complete young leaders
  8. 8. We started by co-creating a brand with our target market• The loveLife brand was designed to beyoung, vibrant, and sussed. To have attitude.• Like young people, our brand is ambitious,independent, and expressive.• We did not set ourselves up as strictparents: we led by example.• We celebrated youth who are:• proud of where they come from, theirheritage, their spirit.• have leadership qualities – who knowwhat they want and where they aregoing.• respectful, honest, caring, youth whoquestion, analyse and seek outinformation.
  9. 9. The brand is made real through services and outreachloveLifeBrand900 hubs8,000 youngleaders perannum8,000 schools750,000throughsports p/aNationwidemultimediaSpecialisedresponse toparents &OVCClinicalqualityimprovementPsychosocialsupport
  10. 10. Informed by evidence, held together by a theory of changeA cluster of social & economic factors predict high risk behaviourHelplessness in the faceof challengesIndividual• LOW SELF-ESTEEM• NO SENSE OF FUTURE• UNCERTAIN IDENTITYSocial• COERCION• PEER PRESSURE• LACK OF PARENTALCOMMUNICATION• EXPECTATIONS OFWOMANHOOD• MALE SENSE OFENTITLEMENTPerception of scantopportunityPressure to conform tonegative social normsHIGH RISK TOLERANCEStructural• POVERTY• LOW EDUCATION• MARGINALIZATION• INEQUALITYSense of constrainedchoices
  11. 11. We now interact face-to-face with 1 in 3 teenagers
  12. 12. All programming is driven by youth leadership• The groundBREAKER youth service programme has graduatedalmost 12,500 leaders since 2001.• Over 50,000 unemployed youth have served as loveLife‘mpintshis’ since 2003.
  13. 13. Youth leadership development has many consequences
  14. 14. Some important gains have been made
  15. 15. Trends Colour Prevalence trendAge group Male Female Improvement2-14 Equivocal (+-)15-19 Worsening20-2425-2930-3435-3940-4445-4950-5455-5960+Trends in age-specific HIV prevalence, based on cross-sectional surveysin 2002, 2005 and 2008Youth sexual behaviour is changing; adults are still in trouble
  16. 16. Prevalence among young men has been steadily decreasing
  17. 17. Self-reported condom use at last sex almost at 90% among men
  18. 18. Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case study: KwaNobuhle loveLife Y-Centre4. Complete young leaders
  19. 19. A world-class multipurpose youth centre for Uitenhage
  20. 20. Equal partnersloveLife TrustChairperson MphoMakwanaloveLife TrustChairperson MphoMakwanaNumsa ShopStewards CouncilChair LazolaNdlazilwanaNumsa ShopStewards CouncilChair LazolaNdlazilwanaVWSA ChairmanHubert WaltlVWSA ChairmanHubert WaltlVWSA MD DavidPowelsVWSA MD DavidPowelsNelson MandelaBay ExecutiveMayor ZanoxoloWayileNelson MandelaBay ExecutiveMayor ZanoxoloWayileWard CouncillorNomsa BooiWard CouncillorNomsa BooiloveLife CEO GraceMatlhapeloveLife CEO GraceMatlhape
  21. 21. Clearly aligned interests challenge the power dynamicLocal, Provincial &NationalGovernmentVolkswagen SouthAfricaloveLifeContributionLand for Y-Centre;political capital;support of clinicalservices; links toschools; support tosports leagues; etc.Building andoperating costs;technical support;on-goingpartnership; etc.Youth leadershipdevelopmentmodel; loveLifebrand experience;community trust;etc.Interest Service deliveryGood relationshipswith employeesand their families;healthy and skilledworkers; reputationmanagementExpansion of socialimpact
  22. 22. Delivering projects together builds trustGovernment• Obstructive• Slow• Corrupt• FossilisedCorporate• Greedy• Alien• Exploitative• CynicalNGO• Wasteful• Ungoverned• Tear-jerking• Unskilled• Enabling• Responsive• Trustworthy• Modern• Generous• Local• Sustainable• Genuine• Efficient• Reliable• Rewarding• Experts
  23. 23. The underlying driving force: youth unemploymentAccording to the National Planning Commission (2011):“The social cost of long term unemployment is staggering: if a young personfails to get a job by the age of 24, they are almost never likely to get full-timeformal employment…“South Africa risks having 60% of an entire generation of young people... nothaving 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 forDevelopment and Enterprise, Johannesburg, July 2007.Median age for a first job in South Africa*?20 21 22 23 24 25 26 27 28
  24. 24. Our brand proposition: “Powering the future”
  25. 25. Contents1. Forging effective social partnerships2. What it takes to address the specifics of HIV in South Africa3. Case study: KwaNobuhle loveLife Y-Centre4. Complete young leaders
  26. 26. Young people are ready and willing to lead: just ask them
  27. 27. A new groundBREAKER pathway is possibleMpintshi(Unemployed Youth Volunteer)groundBREAKER(loveLife Contracted YouthVolunteer)Pre-CollegeLearner(In a college-readinessbridging programme)FETCollege/VarsityStudent(Competent in his/herskills and abilities)EmployedYoung Adult(Dignified and riskaverse)
  28. 28. The formal components of this pathway rely on trust being builtExit Point 1:ArtisanCertificateExit Point 2:CollegeDiplomaExit Point 3:UniversityDegreeYear 1: loveLife AcademyMpintshi Programme +College Readiness ICurrent reality: DysfunctionalSchooling SystemSkillsVoidYear 2: loveLife AcademygroundBREAKERProgramme + CollegeReadiness IIYear 3: Artisan TrainingCentre/FETCollege/Universityi) Artisan training ii)Vocational Training iii)First year degree trainingYear 4: FETCollege/Universityi) Vocational Training ii)Second year degreetrainingYear 5: Universityi) Final year degree trainingPublic Sector / CorporateSouth Africa Ready and able for theworld of workloveLife AcademyStart End GoalSkills Fund
  29. 29. THANK YOUGrace MatlhapeCEOgrace@lovelife.org.za082 619 2250Scott BurnettProgramme Support & Business Developmentsburnett@lovelife.org.za082 940 4740

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