It is also a pleasure to note that the Hon Ponatshego PHK Kedikilwe is the Patron whose "tremendous support, once more given," is acknowledged and appreciated in the Report.
I thought readers might like, for a change, to hear constructive news about Basarwa (who are like the rest of us, of course, Batswana), other than the mutual slanging match between Jeff 'the Man for all Presidents' Ramsay, and Roy 'Jeff's man with the Horns on his Head, Sesana.
In 20 years, the KFO has grown from a pioneering initiative amongst the residents of D'Kar from an eight member to a hundred and fifteen staff-strong alliance of NGOs in Botswana, and more recently South Africa, all sharing the vision of securing a positive future for indigenous minorities.
The programme evolved from its early focus on improving the quality of life of people in D'Kar, to current work with thousands of marginalised rural community members in such diverse fields as community-based natural resource management (CBNRM), education, small business development, health, leadership, training and cultural heritage management, amongst others.
Letloa provides leadership and strategic direction, as well as the more practical requirements of fundraising, financial and administrative support, and organisational development, to the other seven members. One of the members, San Arts and Crafts, is a craft marketing company owned by Letloa. In addition, Letloa hosts a Culture and Education unit, Community Health team and the Land, Livelihood and Heritage Resource centre - all aimed at providing much-needed services to KFO members/NGOs.
Letloa also hosts a nascent programme supporting some initiatives amongst former residents of the Central Kgalagadi Game Reserve (CKGR), and participants in the CKGR NGO coalition.
The participatory internal evaluation of the KFO, facilitated by Sue Davidoff and Allan Kaplan of Proteus, culminated in a gathering of Key Board and staff members of the entire KFO, in April 2006, where recommendations were adopted. The evaluation pointed out strengths of the KFO's trademark intervention approaches of embeddedness (where San should own and govern and, to as large an extent as possible, staff their own development NGOs), and holism (where the intervention incorporates all aspects of the communities lives, and where NGOs act as stabilisers during the unobtrusive development process of sufficiently long duration). Added to these principles is the need for critical engagement; and an increased consciousness in the KFO of the apparent contradiction of belonging both to the communities it serves, as well as being an external professional development enterprise. The need for strategic reflection and learning was emphasised as a means to further improve the quality of KFO interventions.
Some of the KFO's achievements noted by the strategic review are significant political and policy shifts made in the indigenous arena, the tabling of San issues onto national agendas, the building up of San political aspirations, and the confidence of some individuals to impact on their context.
The strategic review agreed that the KFO's vision for 2012 is to see a network of modern development organisations with competent and responsible San leadership, facilitating a development process with marginalised communities to independently make informed decisions and to implement their own viable response to their situation.
In what has become an annual event, the KFO Board Forum; a gathering of KFO board representatives, met once more in Tsodilo. At this meeting, where KFO co-ordinators also participated, the KFO committed itself to this vision for Kuru, and gave the go-ahead to implement the strategic review recommendations.
In direct response to the recommendations of the strategic review, and in order to achieve what has been coined Vision 2012 the KFO is embarking on an ambitious plan to establish a Management and Leadership Development Programmed (MLDP). By 2012, it is anticipated that, with intensive self-development based on a combination of professional coaching and formal training, a cadre of San leaders and managers will emerge to take senior staff and board positions within the KFO and in the broader workplace.
Another outcome of the evaluation has been the introduction of more formalised planning and budgeting reviews aimed at improving rigour in communication and performance of member NGOs. In 2007, Letloa will continue to assist member NGOs with their planning, budgeting and reporting as well as with staff performance management. Letloa has also benefited this year from an active management committee, who are tasked with leading the organisation, and ensuring the successful implementation of systems and procedures throughout the KFO, as well as meeting organisational development support needs of KFO members.
The KFO is increasingly aware that improvement in human rights and income levels have not guaranteed sustainable overall improvements for the communities involved in KFO programmes. In an attempt to address the increasing social disintegration within these communities, and to provide a more holistic entry point for interventions, the KFO is refining its development strategy to be values-driven. The Strategy will stimulate dialogue around the core values that should be at the forefront of all development interventions if they are to make any lasting impact. The concept behind the values-driven strategy indicates traditional San values and characteristics as the basis for survival techniques for today.
I was glad to see Bram Le Roux in the staff photo. He is a brave man who took a stand when he needed to, a long time ago, and almost lost his right to be among the people whose development he promoted.
