- Press Statements
- 2010 NGC
- National Congresses
ORGANISATIONAL REPORT TO 21st NATIONAL CONGRESS: 1998 - 2001
TABLE OF CONTENTS
Political Overview of the last three years
Defining our Mandate
High - Lights of the period
Operation 'Back to Basics'
Re-alignment of structures
Operations and Administration
Relations with the ANC and other organisations
General and Local Elections
National Economic Development Commission
Nation - building and peace
HIV / AIDS campaign
Substance abuse programme
Safety and security
Education and Human resource development
Youth development and machinery
Legislation and governance
Media, information and publicity
The 20'h National Congress of the ANC Youth League took place in April 1998,
a few months after the historic 50th Conference of the African National
Congress, our mother- body. The 50th Conference of the movement adopted the
Strategy and Tactics document, re-affirming the strategic objective of the NDR
as the creation of a united non-racial, non-sexist and democratic South Africa
and thus defined the programme, of
the NDR in the current phase.
The ANC 50th Conference adopted a resolution on the role of the ANC Youth League, which guided the discussions and resolutions of our 20th Congress.
ANC 50th NATIONAL CONFERENCE RESOLUTION ON THE LEAGUES
- The importance of the Leagues of the ANC as mass sectoral formations of the ANC, aimed at the mobilisation of youth and women behind the vision of the movement;
- Their relationship with the mother body as organisationally autonomous with their own structures, Constitutions, programme and leadership and guided by the overall policies, strategies and programme of the ANC.
Therefore Resolves on the ANC Youth League to:
- Re-affirm the main objectives of the Youth League as uniting and leading the youth to deal with problems facing them as a sector; ensure that the youth makes a furl contribution to the life of the ANC and the nation; to function as a political provide the movement with organisational vibrancy and youthful political debate;
- Urge the Youth League leadership, in pursuance of the above objectives, to develop clear programmes at all levels to mobilise the youth around their issues as a sector,
- provide political education, organisational experience and educate new generations about the history of the movement and our struggle raise awareness in the ANC and society about the issues of young people and the need for programmes to address these; reinforce the ANC, its programmes and its unity, give direction and support to organs of the state whose programmes impact on young people, such as the National and Provincial Youth Commissions, centre of a broader youth movement in the country;
- Commit all structures and cadres of the movement to assist in strengthening the Youth League at all levels, and to improve coordination between the League and the ANC.
As we ended our 20th National Congress in 1998, we were therefore mindful of the challenges facing the League, having adopted resolutions that would assist us to fulfil this mission.
The three year term of office of the National Executive Committee that we are here reporting on was characterised by the following major political developments, which confronted our people and the youth:-
- The second non-racial and democratic elections on 2 June 1999: Our 20th Congress resolution resolved that we must deliver an overwhelming majority to the movement, by being the foot soldiers of the ANC campaign and mobilising young voters;
- The adoption of the ANC'S Manifesto for the next five years in 1999: In this, we reflected on the impact of the first five years of democratic rule on youth; and the challenges and priorities for the next five years.
- Strategic interventions during the second democratic term to speed up change: President Mbeki's first Address to the Nation (July 1999) sets out plans (which directly impact on the quality of life of young people), including accelerating the establishment of the Umsobomvu fund; the adoption of a human resource development strategy; implementation of the Job Summit resolutions and speeding up of education transformation;
- Completing the transformation of the local spheres of the state: This included the introduction of policies and legislation on Local government; the process of demarcation of municipalities to ensure that we deracialise our cities, towns and rural areas and lay the foundation for sustainable local development and the nationwide local elections on 2 December 2000.
- The historic National General Council of July 2000: re-affirming the character of the ANC as a revolutionary movement and agent for change. This largest political school of the charged the ANC structures at all levels, the Leagues and Allies to effectively play their role as catalysts and drivers for change.
- The National Conference on Racism (August 2000): that focused the attention of our people on the primary objective of transformation in our country, namely the resolution of the National Question. This Conference came against the backdrop of programme of the movement to use the instruments of the state to deracialise all aspects of our society (e.g., the Employment Equity Act, demarcation municipalities, and so forth).
- Increased acceptance in the country, our continent and the world of the need for the renaissance of Africa and the initiatives to strengthen SADC, ensure that the OAU is more effective and its transformation as set out in the Abuja Declaration; raising the issues of the developing world and our continent in all world forums and the initiatives by our President with Nigeria and Algeria on the Millennium Africa Programme (MAP).
- Speeding up the struggle against the spread of HIV/AIDS and non-discrimination and care for people living with HIV/AIDS; focussing on young people through the introduction of sexuality education at school, peer education and so forth. The struggle against HIV/AIDS also takes place in the context of our fight for access to affordable health for all, including affordable drugs and treatment and our fight against poverty and for access to basic services.
- The continual pursuit of our objective of opening the doors of learning and culture to all: This period saw initiatives such as the introduction of the Tirisano programme, the campaign of the ANC to Make schools work; the Size and Shape reports and the National Plan on Higher education; the adoption of National Skills Development Strategy (with its youth focus on learnerships) and programmes to popularise the study of science and technology.
All these challenges, and many others, formed the backdrop of the
organisational and political work that we have done as the Youth League of the
ANC and on which I will report to you, on behalf of the National Executive
Committee, elected at the 20th
Defining our Mandate
The 20th National Congress held at the World Trade Centre in April 1998 reaffirmed the ANC Youth League twin tasks as that of championing the socio-economic interests of youth and rallying them behind the vision of the ANC. It therefore in its resolutions identified the following challenges for the Youth League:
- The development of a national programme on issues of youth development and policy.
- Implement single issue based campaigns I-e- HIV/AIDS, Substance Abuse, etc.
- Delivering an unfettered majority rule in the second democratic elections
- A sustained programme of working for peace and winning support in Kwa-Zulu Natal.
- Integrate gender perspectives and programme into our overall work
- A vibrant international programme, with emphasis on improving relations amongst youth organisations in Southern Africa and the revival and strengthening of PAYM.
The 1998 Congress further instructed the NEC to develop and spearhead a National programme of renewal and revitalization of the organisation at all levels with specific emphasis on the following:
- Strengthening of branches. Ensuring that branches go to AGM'S, that branches are launched in the institutions of higher learning. Further ensuring the development and expansion of these branches.
- Implementing a national cadre development programme aimed at all tiers of the organisation.
Highlights of our organisational and political programmes
- This term of office witnessed two elections. The General Elections held on June, 2nd 1999 and the Local Government Elections on 05th December 2000. In both these elections the ANC won overwhelmly with high levels of participation in the campa19n by our youth activists; yet we experienced a set-back with low levels of registration and voting of first time young voters.
- We launched Operations Back to Basics early 2000 with the intent of reviving the structures of the organisation. The operation has been mounted continuously and linking programmes and campaigns with organisational development.
- We managed for the first time to have a common and protracted national SRC election campaign with all the PYA structures. The effort has proved fruitful in most campuses that we have contested.
- The term of office also witnessed a massive countrywide launch of the ANC Youth League HIV/AIDS campaign in September of1999. The campaign focussed on three phases and was implemented nationwide. Our structures were now guided and have a common approach to the campaign.
- The League members and cadres actively participated and contributed to the historic National General Council of the ANC in July 2000.
- The League strengthened its advocacy and lobbying capacity, by ensuring that we have more Youth MPS and MPLS during the second term. As per Congress resolution we established a National Economic Development Commission that ensured a youth input into the 1998 Presidential Job Summit. We ensured co- ordination on youth development with the NYC, SAYC and the newly established Umsobomvu Fund and won the battle for a parliamentary portfolio committee on Youth.
- The adoption of a Green Paper on Youth Service (1998) as envisaged in the RDP, and the piloting of the first projects.
- We convened and hosted an All-Africa Youth Renaissance Conference with fraternal and progressive youth organisations on the continent. This, together with our participation in the IUSY Africa committee, marked yet another milestone in our endeavour to building a strong youth movement on the continent.
- The 24th Anniversary of June 16, was historic in that for the first time we hosted a joint conference with the Afrikaner Bond Youth League to discuss issues of Nation Building and Co-operation.
The National Executive Committee in pursuance of the National Congress mandate took a number of major organisational decisions, which had a bearing on the Constitution of the Youth League. These include the following:
- An extended NEC on the Deployment of the President and Treasurer General to parliament. The National Executive Committee identified parliament both as an arena of influence and where most of the decisions that govern society are taken and therefore the Youth League needed to expand its influence. (This matter is further expanciated under organisational overview on the extended NEC).
- Disbanding the PECS of Youth League in Gauteng and Western Cape and reshuffled the PEC in N/Cape. The N EC had to make this intervention to, because the Youth League in these provinces ceased to operate as cohesive units and as such rejected their mandate.
- Co-option to the NEC of five young women as per the Constitution of the League .The NEC sought to use this instrument to enhance the participation of young women in the NEC. PECS and RECS were mandated to also use this instruments to address the gender imbalances in these leadership collectives.
STATE OF THE ORGANISATION
Our analysis of the state of the organisation will be informed by the role that each collective plays in providing leadership to the masses of youth and remaining coherent and decisive in all spheres of its work.
1. NATIONAL EXECUTIVE COMMITTEE
1.1 The National Executive Committee is constituted by a collective of twenty-three (23) elected at the National Congress, eighteen ex-officio members from provinces and five co-opted N EC members. (Find a list of NEC attached as Appendix f). At its first meeting the NEC evaluated the congress, finalised the resolutions, the Constitution, the programme of action and elected the National Working Committee.
1.2 The NEC held its meetings regularly on a quarterly basis; during the course of its term of office it also held a number of special and extended meetings as well as a bosberaad in early 2000. The NEC at its regular meetings discussed the political situation, received reports from the NWC on the programme, state of the organisation and implementation of the Congress resolutions.
1.3 Special meetings of the NEC included the following:-
- The Extended NEC in February 1999x which addressed itself to the development of the political vision for the Youth League; making an assessment of the state of organisation and taking decisions on the deployment of comrades to parliament, including the President and the Treasurer General.
The Treasurer General joined the NCOP on request by the Eastern Cape province on the ANC, after we had finalised a list of Youth League deployees to parliament, citing the following reasons. Firstly, the ANC list of the Eastern Cape lacked representation in terms of the geographical spread especially the northern part of the province. Secondly, the province needed to increase gender representatively on their list, and based on performance appraisal of ANC candidates during elections, Cde. Pemmy was identified as one of the hard working, and energetic comrade who can assist in re-building the organisation in the northern part of the province.
The meeting further discussed the restructuring of the Youth Commission and the implementation of local youth units as the process of local government transformation unfolded.
- N EC Bosberaad in February 2000 - to discuss urgent interventions to address the weak state of the organisation. This bosberaad hatched "Operation Back to Basics"; focusing on the primary organs (branch) of the organisation under the slogan "every Youth League member an organiser, a commissar, ...strong organisation an essential tool for social transformation..."
1.4 The NEC at a number of its meetings invited the leaders of the ANC to give inputs on strategic and contemporarily issues of the day.
1 .5 NEC members were deployed to specific provinces to assist with the process of organisational development and programme implementation. To this extent the NEC developed performance indicators for all members deployed to provinces. This deployment has not been as effective as it could have been. In the main due to lack of focus of deployment. The deployment was an event or problem orientated. If none of the stated circumstances were nor pertaining then deployment could not be effective. The NEC also in terms of its availability was seriously over-stretched due work commitments.
1.6 The NEC set-up a number of sub-committees, which in the first eighteen months played an implement role in giving focus to the different programme areas identified.
1.7 The NEC in its regular meetings has ensured sufficient time for political discussions, which assisted in building political cohesiveness and allows it to have political solutions to problems and challenges facing the organisation. This is something the NEC in its interaction with lower structures strongly encouraged and took steps to ensure that this good practice is replicated throughout the structures of our organisation.
1.8 The NEC suffered yet another blow, when the following comrades could not be available to do organisational work.
- Cde. Dumisani Bhengu - resigned due to nature of work
- Cde. Melissa Levin who - went to further her studies overseas
- Cde. Charlotte Pheko-Lobe - took leave from Parliament and the organisation for seven weeks to further her studies in the UK and she has now returned.
1.9 The NEC in trying to address the problem of information flow amongst members and leadership collectives at different levels. Decided to produce Annual Reports and NEC Bulletin called "Arise", which was published after every meeting.
2. NATIONAL WORKING COMMITTEE
2.1 The NEC at its first meeting elected ten (10) members to the NWC during 1998. Four (4) of the ten (10), including the Secretary General as per our Constitution, were deployed full-time at Head Quarters. After the deployment of the President and the Treasurer General the restructuring process ensued and three other NWC members became full-time. NWC members were allocated portfolio responsibilities in line with our programme of action and the organisational structure was as follows:
Table 1 : Offices and allocation of responsibilities
|Office of the President||Secretary General's Office||Treasurer General's Office|
|- Political Programmes
- Public Relations
- International Affairs
- Media, Information & Publicity
- Policy Development
|- Planning, monitoring & coordination of the POA
- Organisational Development
- Constitutional Meetings
- Administration & Personnel
|- Financial Management and reporting
- Business Ventures
- Assets Management.
2.2 The NEC constituted the NWC as follows:
Officials elected by National Congress
- President - Cde. Malusi Gigaba
- Deputy President - Cde. Joe Maswanganyi
- Secretary General - Cde. Fikile Mbalula
- Deputy Secretary General - Cde. Nomfanelo Kota
- Treasurer General - Cde. Pemmy Majodina
Members elected by NEC
- Secretary for Organisational Development - Cde. Nathi Mthethwa
- Secretary for Media, Information & Publicity - Cde. Blessing Manale
- Secretary for Gender - Cde. Charlote Pheko-Lobe
- Secretary for Education & Human Resource - Cde. Seiso Mohai
- Secretary for Youth Development - Cde. Songezo Mjongile.
2.3 The NWC sewed on the basis of the above portfolios until the restructuring process. Post restructuring, Cde. Seiso Mohai became the Secretary for Legislative and Governance and Cde. Songezo Mjongile became Head of Presidency incorporating Education, Human Resource and Youth Development.
2.4 The NWC meets bi-weekly to implement decisions of the NEC and programme of action. These regular meetings also receive reports of comrades deployed to various forums and at regular intervals to assess the state of provinces. The NWC functioned as a fairly cohesive unit. Most of the NWC members have availed themselves for deployment and to conduct organisational work. The NWC was weakened by the unavailability of Cde. Charlotte Pheko due to illness and Cde. Pemmy Majodina, who was on maternity leave. The NWC however drew strength from the commitment of its members. The NWC invited a number of leaders including COSATU and SACP to some of its meetings for political debates such as economic policy etc.
2.5 The NWC based on the mandate from the NEC, visited all the nine provinces on a regular basis. This programme which yielded positive results, improving our understanding of the state of organisation, and interaction with structures.
3. "OPERATION BACK TO BASICS"
3.1 In November 1999, the NEC noted the general weak state of organisation particularly branches and the failure by our structures to simplify and localise the implementation of the Programme of Action. The NEC adopted this programme after the NWC visited all provinces, and reported on the state of organisation. The NEC based on these reports made the following observations about the nature of the organisational problems that we faced as a League:
- As a result, little was done to reach out to youth in communities, as even general members in the branch were not active in branch activities, the POA was mainly being implemented by BEG. Consequently, branches have no political life, they were inactive and not growing politically. In the absence of this political life, branches would either die or they get engrossed in fierce fights for positions and resources;
- Linked to above, our structures displayed shocking oblivion with regards to serving their communities and taking up the issues of their communities - either in Elsie's River, or in flood-ravaged communities in Mpumalanga, Northern Province, or KZN, or Eastern Cape. Neither did ANCYL members volunteer to fight wild fires in Keiskamahoek and elsewhere. This obviously does not count for Daantjie and Badplaas regions and branches where comrades even assist pensioners, with first-aid, engage in sport and education programme, and others;
- Some comrades in branches had become arrogant. They did not interact with youth in communities, schools, religions institutions, and others; neither did they listen or even behave appropriately, responsible and revolutionary manner;
- Some PEGS functioned on the basis of "broerskap" - covering up for each other; shield each other from criticism and rally together. These PEGS therefore were fatally and hopelessly weak some divided and active factionalist hard at work dividing the ANC. They were not known in branches and regions some failed to meet, execute their own function and attend to national meetings
- Most of our branches seemed content with just 100 members, as if this was constitutionally prescribed as the maximum number branches should have. This demonstrates most practically that many, if not most, of these branches are formed only for purposes of branch, regional or provincial congresses; and as soon as these are over, the branch became defunct because its purpose for existence is past.
- Many of our branches were no longer formed for the purpose of organising, mobilizing and educating the youth, rallying them into struggle and hence for political action.
- Our organisers did not understand our organising strategy therefore spent more time distributing cards. They did not run induction or empower branches with capacity to implement to POA.
- ANCYL members at branch and regional levels are very active in many different structures, especially ANC branches. As a result, YL branches are the poorer and suffer as comrades pay attention to these responsibilities. Yet another problem resulting from this is that concerns get raised with regards to young people leading ANC branches and the problems that arise as a result. The question often asked is whether these should not be instructed to return to the YL and pay targeted attention to its work?
3.2 In order to address this situation and to rally the youth behind this POA, the NEC adopted a campaign known as the "Back To Basics Campaign". 'Operation Back to Basics' was a political intervention rather than a mechanistic and simplistic process of building branches. This entailed building branches and recruiting members around issues closest to their hearts I.e. Social Campaigns. Our induction and cadre development programmes for structures also included educating them about how to organise. Reaching out to youth and influencing them whilst at the same time re-positioning the ANCYL as a vanguard of youth interests.
3.3 In implementing this campaign, we needed to simplify our POA and empower our local structures to both understand and implement it. In pursuit of this, the national and provincial leadership embark upon an extensive regional and branch visits to initiate these programmes such as HIVAIDS Campaigns, Cleaning campaign, meet branches regionally; meet the ANCYL PWC and ANC provincial officials.
3.4 It was hoped that this would help branches and regional leadership learn how to plan localise and implement a campaign. It would also teach the provincial leadership about the exercise of their duties, which were glaringly lacking. And, it would help in the assessment of the state of the PEC, as well as regions and branches.
State of Branches
3.5 One of the main tasks set by last Congress was the revival of branches. Our achievements clearly in this area have been uneven. The NEC introduced a number of strategies to strengthen branches.
3.6 Following the training of the Youth League organisers on our organising strategy, a number of programmes were embarked upon. Early after the Youth League National Congress the NEC commissioned the Organisational development sub-committee to conduct an audit of branches during the period between 1998 - 1999. The audit indicated the following state of branches.
- A number of branches that attended the 20th National Congress were non-functional branches, with no programmes that involved our areas. In other areas, the Youth League structures were non-existent. This situation was compounded by the fact that we had no electronic database of members and as such it was quite easy for provinces to submit reports about the state of branches which could not be substantiated.
- Branches of the Youth League in the urban areas in particular Johannesburg, Port Elizabeth, Cape Town, Pretoria, Durban and Bloemfontein had either collapsed or were very weak.
- We have not made sufficent in-roads into coloured and Indian areas. The Youth League was yet to develop an organising strategy for these areas.
- Youth League branches in campuses were formed without a clear sense of their role and often degenerated into being used for narrow self-interests' of serving in SRCS.
- The state of branches is connected to the state of organisation generally. There seems to be a direct correlation between the extent to which the provincial and regional is politically united committed to changing the political state and raising mass activism of branches. The more politically coherent the PEC or REC, the better the capacity of branches to link to and positively impact on the masses of youth and vice versa.
- The formation and revival of branches is not linked to a programme but for purposes of congresses or major events like June 16.
- The Youth League remained an African male dominated organisation of youth.
- The collapse of branches of the Youth League in the mine compounds.
3.7 The "Back to Basics" programme which ran from 2000 - 2001 thus set out to correct this situation, on the basis of a vigorous programme to visit and revive structures. As a result of this programme, we can report to Congress the following assessment of the state of branches:-
3.7.1 We had an active and successful programme of launching branches and ensuring that they have AGMS in all provinces. We have seen the launch of branches in areas where we have not existed before in areas such as compounds in the mines and tertiary institutions. The programme to revive these structures was undertaken by both Youth League and NUM in the Free State, North West and some part of Gauteng.
We also have Youth League structures in coloured areas, though most of the members in these areas have not been integrated fully to the Youth League. In Northern Cape many Youth League braches have launched with a membership of less than fifty (50) due to population development of different areas and vastness of the province.
We have made major breakthroughs in launching many branches in institutions of higher learning.
3.7.2 Though progress has been made, on the whole our branches and their leadership throughout the country have not as yet managed to implement creative local programmes, which involves members and creative local programmes, which involves members and create a presence of Youth League in communities. Not enough has been done by national and provincial leadership to give direction and support were initiative has been taken.
3.7.3 However, despite these weaknesses, we have seen a number of branches taking up the challenge of becoming vanguards of youth in their communities. Some of the branch activities include:
- Organising of beauty contests, bashes, etc. for purposes of fundraising. Almost all branches organise these activities. (These seem to be the most popular activities).
- HIV/AIDS Campaign mainly emphasising on condom distribution among the youth.
- Some do organise activities such as Anti-Crime marches and environmental awareness campaigns focussing on cleaning of communities.
- Assisting learners with extra classes and winter schools.
- SRC elections as the major campaign undertaken by branches in tertiary institutions of learning.
Table 2 : ANC YOUTH LEAGUE Branches
|Branches 20th Congress 1998||Branches 21st Congress 2001|
|In Good Standing||In Good Standing|
|Kwa - Zulu Natal||130||101|
3.8 Assessment of the state of branches is done through:
- Reports of provinces and regions
- Visits of NEC deployees to structures
- Anectdotal evidence collected through interaction with branches.
3.9.1 The Anton Lembede Award : The ANC at its National General Council (NGC) adopted a political approach to encourage good practices amongst our branch of the Youth League, called the Antom Lembede Award.
The first Anton Lembede Award for the best ANCYL branch (2000) went to the Mandlenkosi Branch in Beauforth West.
3.9.2 This branch, met most of the criteria put forward for winning this award, which include the following characteristics:- '
- A consistently active branch which has over a number of years held regular AGMS and has throughout this time been properly constituted.
- A branch whose membership has steadily grown and whose existing membership consistently renews their membership on time.
- a vibrant branch leadership which is united and operates as a collective, which has achieved a good balance between continuity (retaining experienced leaders) and rejuvenation (cultivating new leaders from among the membership)
- An active cadre development programme, which includes induction, political education workshops, political discussions in every meeting, study circles and the development of other skills (such as communications, fundraising, strategic planning, etc.) amongst branch members;
- A strong working relationship with the ANC branch, participating in its activities and ensuring the prominence of youth issues in the branch programme; .
- Proper financial management and pro-active fundraising structures and strategies;
- Sound administrative practice and procedures, and effective recording and filing , systems, internal communication and reporting.
3.9. 3 However, because this was the first year of the Awards, it must be noted that most of the Youth League branches could not participate due to local government elections and the information reached most of the BECS very late. '
4.1 Most regions of the Youth League have played a crucial role in the revival of branches. Some of these are from time to time at loggerheads with PECS around issues of powers of regions and about availability of PEC members to oversee the AGMS of branches. Most regions are in tact and have been launched. Its only a few provinces that have not launched regions. Regions lack material and political support from the ANC over and above the intervention made by the ANC at Head Quarters.
Provinces Regions In Good Standing Not in Good Standing Kwa - Zulu Natal 7 4 North West 8 2 Western Cape 6 4 Gauteng 5 0 Eastern Cape 7 6 Mpumalanga 7 0 Northern Cape 6 0 Northern Province 11 0 Free State 10 0 Total 67 16
4.2 In most cases regions are represented in the PECS by chairpersons as ex-officio members. The NEC has decided that although the Constitution allows Regional Secretaries to participate in PECS, for purposes of uniformity Chairpersons should represent the RECS. In some provinces not all regions sit in the PEC due to lack of communication between the REC and the provincial office about a schedule of meeting or non-existence of a regional structure.
4.3 Some of our provinces have regularly interacted with regional structures. In these provinces all regions have been inducted by the PEC. Gauteng had strong regions with lack of support from the PEC that was disbanded. In all provinces the Youth League shares resources with the ANC REC.
4.4 There are provinces where regions have been launched despite the non-existence of launched branches and this constituted a serious flaw in relation to our strategy of building a strong organisation as adopted by the Youth League 20th national congress.
4.5 The process to launch and strengthen regional committees have been an important area of our organisational development. Though most of the regional structures when launched the provinces did not follow the criteria to the latter.
4.6 The National Congress agreed on the following guidelines for launching of regions:
- A region must launch at least ten (10) branches in order for it to be a region in good standing.
- All regions as per constitutional requirements are having executive powers.
- Allocate a portion of the membership fee to regions. This would strengthen capacity of regions.
4.7 The implication politically of this decisions meant that the NEC was supposed to allocate resources in order for this structures to operate, however due to over-stretched resources on the part of the NEC this was impossible. The other factor was also the fact that the membership financial systems for the control and disbursement of this resources were not in place.
4.8 Over and above the defined tasks of the regions, it has become very difficult for properly constituted RECS to co-ordinate and implement the programme of the organisation. This will be worse with the re-alignment of structures. However some of the weaknesses with our RECS can be characterised as follows:
- For purposes of this National Congress many regions were launched in all provinces.
- Many regions of the Youth League are represented in the PECS by the chairperson This decision was taken by the REC due to the fact that chairperson is the political head of the region and as such must represent the REC.
- The above table will reflect that over a period of the term of office many regions are launched and are in good standing particularly in the areas were we did not have regions or were we had interim regions. ,
- Lack of accountability by the REC leadership to branch executive committees. Connected to this is a lack of a clear succession plan. Comrades are happy to occupy any leadership position in the REC even is it means leaving a vacuum in the BEC.
- To raise and allocate financial resources to RECS in order to address problems of capacity at this level, for implementation after Congress by the incoming NEG.
5.1 Our constitutional structures at this level generally function with regular PWC and PEG meetings. All provinces had Provincial Congresses and with few exceptions had regular Provincial General Councils over the last three (3) years. The frequency of PGC'S is directly linked to the scarcity of resources.
5.2 The NWC as part of its on-going evaluation process, have categorised provinces over the period and made recommendations to the NEC on specific steps to be implemented to address the specific situations of each province.
5.3 The programme of the Youth League have been unevenly implemented at provincial level and this is reflected in range of programmes the provinces have engaged in over the last three (3) years.
5.4 Our characterisation of province was perfected by a closer engagement with structures on a massive scale. As such the approach of assimilating information through reports has proven to be very problematic. Over the last year the NWC based its interventions in provinces on this engagement and informed by the material conditions of each province.
5.5 We have rendered additional material and political support to the following provinces:- Gauteng, Northern Province, Eastern Cape and Western Cape. The work included visits to branches, increasing the monthly allocation and improvise with mobility.
5.6 Some weaknesses we identified and improvement in provinces include:-
- Lack of political discussions. This was identified as a weakness and almost all provinces are prioritising political debates in the PEGS. However, not all members -of the PEGS understand and grapple with debates.
- We have a problem of PEG members not attending meetings or doing work for the Youth League. Whilst there are still such comrades most PEG members really avail themselves. '
5.7 The defining characteristics of provinces are under performing, priority and strong are the following:
Strong 1. Strive for collective leadership, willingness of PEC members to own and implement the POA.
2. Meet regularly and service lower structures of the organisation.
3. Consistent growth of membership in terms of quantity and quality.
4.Vibrant branches which implement the POA and strive to position the Youth of interests in communities.
Under - performing 1. Lack of commitment amongst members of the PEC to implement the POA I.e. the leadership display features of an elite group.
2. Unable to make political impact
3. Decline in membership and branches.
4. Tendency not to service structures.
Priority 1. The political centre does not hold. PEC/PWC meetings don't take place.
2. PEC lack a sense of urgency and purpose.
3. PEC do not discuss politics they are bogged down on discussing administrative.
4. Lack of political cohesion in implementing the Youth League POA.
5.8 Impact of the "Back to basics" programme on regions and provinces
- REC'S and PEC became more focused in their organisational building work and in the process many branches were launched throughout the country. This contributed to both quantitative and qualitative growth in the YL, which must be consolidated with cadre development.
- The consolidation of our strategy to campus branches and SRC elections provided a framework for provincial assistance to these structures and we have seen the mushrooming of structures in many campuses, which are able to implement the programme of action particularly around SRC elections.
- PECS and RECS have been assisting many of our branches to simplify the POA and they are running single issue based campaigns and youth development programmes.
- Most regions and PECS have therefore been rejuvenated and are carrying out organisational tasks.
OVERVIEW OF EACH PROVINCE
5.9 Western Cape
5.9.1 The province since its last Provincial Congress held after the 2dh National Congress has been placed under priority. This was as a result of the province being unable to rise above the divisions compounded by the fierce contest for leadership that characterised their Provincial Congress. A number of attempts were made by the NEC and NWC to address these problems, which plagued the PEC and made it ineffective in carrying out its mandate.
5.9.2 These divisions resulted in:-
- A dysfunctional leadership (officials, PWC and PEC) that were unable to take and implement, in the process becoming incapable of giving leadership to the structures of the Youth League in the province.
- Weak branches and regional structures, which were mainly seen as spheres of influence of groupings rather than instruments to mobilise youth around youth development programmes. Branches and regions were thus divided according to which grouping they support, while AGMS and Regional General Council became battle grounds for control by one or another grouping.
- A tendency of narrow regionalism, manifested itself in problems between the two regions of Khayelitsha and Gugulethu controlled RECS.
- The PEC as a collective was paralysed and unable to act or function beyond these problems and groupings.
5.9.3 In resolving these problems, the NEC sought to build and strengthen cadres and leadership that would re-build the structures. This re-building process entailed disbanding the PEC; setting up an Interim Committee to implement a targeted programme of re-building and strengthening structures of the Youth League in the province; preparing for National, Provincial Congresses and local government elections.
5.9.4 More than 7 regions were launched including in areas of the province where we never had regions. The NEC gave political and material support to the province, including assisting with political training of structures, through workshops, induction of new members and Executives as they were elected. A successful Provincial Congress was convened and attended by delegates across length and breadth of the province.
5.9.5 With the implementation of Back to Basics the ANC Youth League has launched in various campuses in the Western Cape including Afrikaner dominated institutions. The Youth League was not quite active during the local government elections particularly in ANC elections structures. The key challenge for the Youth League remain the winning of political power by the ANC and mobilisation of youth in minority areas.
5.9.6 Membership of the province indicate growth, born out by the statistics and representation to National Congress. The PEC has organised a number of activities in around our single issue- based campaigns such as HIV/AIDS and Environmental Cleaning Campaign, crime, etc.
5.9.7 The NEC is satisfied with the progress the new PEC is making, but given their peculiar situation, the Western Cape situation requires constant attention and support from the NEC and NWC.
5.10.1 The economic heartland of the country, this province has a long and proud history of youth resistance and mass organisation such as civics, youth and students, etc. We are also blessed with cadreship that is steeped in the culture and politics of the youth movement.
5.10.2 However, the PEG for the past five years was placed under the category of a priority province. The province operated below its vast potential and these problems were compounded by a weak PEG with members not consistent in performing organisational duties and generally being unavailable to do organisational work.
5.10.3 In the interactions between the NWC/NEC and the PEG, the provincial leadership admitted that it was not pulling together in implementing the work of the organisation; that the centre was not holding and that the work of the organisation was done by a few comrades, due to unavailability of others.
5.10.4 There was willingness at regional and branch levels to revitalise the organisation, but this was made difficult by a weak centre. Furthermore, the administrative infrastructure in the province was very weak, with low staff morale and antagonistic relations between the admistrator, branches and members of the organisations The issues of unity and cohesiveness of the ANC in the province also had an impact on the ANC Youth League.
5.10.5 In resolving these problems the NEC sought to build and strengthen cadres and a leadership that would re-build structures, re-instil the culture of activism among our members; improve inter action with the mass of youth and the standing of the Youth League. The NEC therefore disbanded the PEG and set up a provisional structure to take forward this task.
5.10.6 The decision of the NEC has led to a situation where ANC Youth League members and cadres are re-joining the branches and there appears to be potential for renewal in the province, with preparations for Provincial Congress adding to this.
5.10.7 Despite these problems in the province, there are Youth League branches which can serve as examples for the rest of the province and indeed the country. The ANC Youth League branch in Heidelberg consistently held AGMS every year. It's local programmes include education transformation and the branch is able to give direction to local government on issues of youth development. The branch does it's own fundraising and organises sporting activities for members.
5.10.8 The province has re-launched all its regions and held its Provincial Congress a week ago. The Interim Leadership Committee, in addition to the organisation rebuilding process, also dealt with the provincial youth development machinery, redefining the role and structure of the Provincial Youth Directorate and initiation and strengthening of youth units at the local government level.
5.11 North West
5.11.1 The province was in a priority category due to consistent under-performance, with most of its regions not launched since 1994. The NWC visited the province and engaged the provincial leadership in an assessment of the weakness of the organisation. Following this visit, a programme of reviving and building structures was undertaken. The province managed to launch more regions from the 4 existing to 10.The province still has to launch the last 2.
5.11.2 The membership of the province has also seen a turn around and is steadily rising. The membership of the province is largely located in rural areas.
5.11.3 The PEC increasingly reflects a coherent, cohesive and able leadership that is capable of giving political guidance to the cadres and structures. This is a significant improvement on the situation that prevailed earlier. It also reflects a growing maturity of leadership.
5.11.4 Amongst the factors that contributed to the earlier state of affairs, was the fact that the ANC and the Youth League in the provinces were unable to transcend the divisions over leadership from the 1998 ANC Provincial Conference and focused much of their term of office on this matter
5.11.5 However, the overall assessment of the NEC is that the province is on track.
5.12 Northern Cape
5.12.1 This province has been amongst the steadily performing provinces in the League. However, after the 1g98 Congress the province experienced a number of problems involving the Provincial chairperson and secretary. The two were unable to resolve their problems, impacting on the cohesion of the PEC. The NEC intervened and advised the two affected comrades to resign. Their resignations paved the way for the re-constitution of the PEC, which was endorsed by the Provincial General Council. The two comrades were suspended were confined to their branches. This decision immediately paid dividends and the province continued on its growth curve.
5.12.2 The current PEC shows a high degree of political cohesiveness by all accounts. It is able to give leadership to the structures and members. The officials and the PWC take serious their work of overseeing the day-to day work of the Youth League.
5.12.3 The province has been able to recruit a large number of Afrikaans speaking youth and to launch structures in remote and inaccessible areas. The province has also been able to recruit from amongst and work with religious youth. Despite the vastness and the unfriendly terrain, the PEC managed to keep in touch will all regions and to service these regions and branches.
5.12.4 The Province has engaged in a number of programmes and campaigns. Key amongst these were education based programmes and single-issue based campaigns.
5.12.5 The province still has to grapple with the challenges facing it, among other things the vastness of the province, the high levels of poverty and youth unemployment and the resultant societal ills of alcoholism and domestic violence.
5.13 Eastern Cape
5.13.1 The NEC noted that the PEC remained for the better part of the term of office united and in tact. The province continued to discuss contemporary political issues, but with little focus on building the organisation. As a result, we have seen the collapse of structures and the virtual absence of the organisation in other areas, which were historical strongholds of the youth movement.
5.13.2 The NWC upon visiting recognised that the province could not hold a Provincial Congress with this state of affairs. The NEC resolved to postpone the Provincial Congress until the branches and regions have been re-launched and branches held their AGMS. This situation pertained twice, with the PEC being unable to re-commit itself to the mandate of building branches and regions.
5.13.3 The NEC therefore mounted a more decisive programme by replacing NEC deployees to the province to ensure consistency; making available to the province semi-permanent deployees to ensure that the work of re-building the organisation actually takes place.
5.13.4 This programme involved working with all structures in the province, PEC, RECS and branches. The programme took various forms - including mass work as part of elections work; the mass launch of the HIV/Aids campaign in the province and ongoing organisational work with regions and branches to revive these structures.
5.13.5 However, the youth membership of the province remained largely outside proper structures of the organisation. There were a lot of individual cadres who debated contemporary political issues. The membership can be found in rural areas, peri-urban and urban areas.
5.13.6 The province is faced with the challenge of high levels of poverty and unemployment as well as its vastness and rural nature. Despite the province being identified for poverty relief projects, the Youth League has not been able to tap into this opportunity to address the concerns of young people in the province.
5.14 N. Province
5.14.1 The reports from the province have always painted a picture of a strong and growing organisation; and the report to the 20th National Congress counted the N Province as amongst our strong provinces. However, the organisational audit and the visit of the NWC to the province indicated a totally different picture.
5.14.2 The province was very weak with branches having collapsed. There were no systematic manner on the part of the PEC to deal with the problems that have plagued the province. Recruitment was seldom done or left to chance and there was no sustainable and coherent way of recruiting.
5.14. 3 The NEC having assessed this sad state of affairs resolved to postpone the Provincial Congress to engage in a programme of re-building of structures. The NEC assisted the province to ensure that branches were revived and the tide has since turned with the membership of the province taking a growth curve. The fact that the situation could be turned around so quickly, is an indication of the depth of the youth movement in the province and the fact that the YL membership remained committed even during the period when their structures had collapsed.
5.14.4 The other problem that affected the province was its relations with the ANC. The YL PEC is perceived as being mostly focused on the problems of the ANC rather than building of the League. The Youth League will need to support the programme initiated by the ANC of Marumo Fase to ensure unity within the movement.
5.14.5 The NEC, after an assessment of the province, resolved that the province was in a state of readiness for a Provincial Congress, which was held before this 21st National Congress and a new PEC was elected.
5.15 Free state
5.15.I The PEC remains committed, coherent and united. The province has remained consistent during the term of office and continued to implement the programme of action. The province also was able to recruit new members into its fold ensuring continuity.
5.15.2 The province has been grappling with its relationship with the ANC, given the ongoing problems plaguing the movement for the last decade. The Youth League has been instrumental in working to ensure the unity of the ANC in the province. The interventions and political maturity of the Youth League leadership in the province ought to be commended.
5.15.3 The province has been able to implement a larger portion of the Programme of Action. This has been a result of the political commitment that the leadership has portrayed. The province is faced with the challenge of sustaining the momentum in building a stronger organisation.
5.16 Kwa-Zulu Natal
5.16.1 KZN remains amongst the strong provinces of the League. The current PEC continued the good work started by the PEC before it. The PEC meets as required and discusses contemporary political issues and organisational development. It has been instrumental in reviving some of the structures that had collapsed. The NEC agreed on a protracted political programme with the PEC on the building of structures and in making the province stronger.
5.16.2 The province continues to have young people swelling its ranks; it is active in efforts to build peace and are involved in a number of programmes and campaigns. The NEC mandated the province to undertake the cadre development programmes to assist the PEC, lower structures and members in general.
5.16.3 The membership of the province is largely rural and unemployed youth. The province still has to deal with the challenge of being an opposition party whilst simultaneously being a partner to the Kwa-Zulu Natal provincial government. The assessment of the NEC is that the province is strong and continues to improve.
5.17.1 The NEC made an intervention in this province and it began to improve. The province was plagued by problems of corrupt elements amongst its leadership and had low staff morale.
The NEC intervention rid the province of these elements. The Provincial General Council was convened at which the decision was unanimously adopted. The province has since elected a new PEC and in the process re-affirmed its leadership.
5.17.2 The province has been engaging in a number of programmes and implementing the programme of action. The province also has witnessed the growth in membership, largely from peri-urban areas.
5,17.3 The province currently has one of the model regions and branches in the country, and the Badplaas region got a special mention in ANC Secretary General Motlanthe's report to the National General Council in July 2000. The YL in the region is involved in a number of activities including assisting pension on pay day and protecting them from criminals. The regions further engages in such programmes as winter schools for pupils and sports tournaments for its members.
5.17.4 The province has to rid itself of the image of being a haven for corruption. Politically the province has a challenge to build sustainable branches and ensure engagement of the membership.
6. MEMBERSHIP ANALYSIS & STATISTICS
6.1 Membership statistics
6.1.1 As early as 1999 we had a difficulty of dealing with the membership. We had no easy mechanism of analysing our membership to assist the organisation with taking informed political decisions regarding the nature of programmes and campaigns that would be relevant and be responsive to the needs of youth and our country. This led to the NEC being highly dependent on the membership reports provided by provinces and the provincial organisers. This unfortunate situation allowed a situation where non-functional or defunct branches were brought to life for purposes of congresses and other important gatherings where those interested would benefited from the pseudo lives of these "branches".
6.1.2 The Youth League therefore contracted an IT service provider called Unwembi in 1999 to design and develop an electronic data membership system that was affordable, sustainable, user-friendly and up-gradable. By August 1999 the system was designed and our administrators were trained on the system. There were some teething problems from the on-set, but we soon overcome them. The system was however very slow, due to the fact that the processors and the memory of the computers in which the system was installed were grossly insufficient. In this regard the NEC resolved to acquire new dedicated high-speed memory computers to deal with the backlog of the membership.
6.1.3 With the new system, we can for the first time desegregate our membership, monitor growth or decline in membership and take appropriate action in time, determine the concentration of our members, assess the nature and background of our members, be able to access our member's details with ease and so forth.
6.1.4 Some of the problems in relation to implementation related to the distribution and collection of the recruiter packs and as such most of them are still with branches and regions. Financial systems have not been put in place to ensure allocation of the regional and branch portion of the membership fee.
6.1.5 Table 4 indicates the membership statistics of the organisation as they reflected at the closure of credentials for National Congress on our national membership server and the actual members as manually verified with provinces. We reflect these as two figures, because most provinces were unable to electronically capture all their enrolled membership by the closure date for credentials.
Table 4: Membership statistics
Province Membership as at the 20th Congress in 1996 - 1998 Membership as at the 21st Congress 2000 - 2001 North West 4 451 7 393 Free State 5 588 13 082 Northern Cape 8 233 10 062 Western Cape 6 304 7 466 Mpumalanga 28 705 14 227 Northern Province 22 976 16 912 Gauteng 5 631 7 806 Kwa - Zulu Natal 27 365 15 191 Eastern Cape 10 630 10 088 TOTAL 119 883 102 230
6.1.5 The information disaggregated from the current data of our membership indicates the following :
The actual drop in memberships between 1998 and 2000 indicated by these tables can be explained as follows :
- We were organisationally much weaker in provinces such as Mpumalanga, N Province, E Cape, W-Cape and N. West than the membership figures for the 2dh Congress indicated; hence the interventions by the NEC in the first three provinces.
- The new membership system has taken some time to set up; most members reflected here are newly recruited members. In most provinces, we had difficulties with accessing old members to renew because of the systems problems and weak branches. (This was also a problem noted at the 2dh Congress).
- We have seen an actual increase in membership in the North West, W Cape, F. State and Gauteng.
- The profile of the ANC Youth League members indicate the following:-
- Few of our members are graduates, and even fewer with post-graduate degrees.
- About 40% have matric.
- Just over 2% with no formal education. This may well suggest that we should consider a literacy campaign.
- There is also a fair representation of both genders among our membership. The actual difference is that males are ± 10 000 more than females. This dispels the notion that we are a male-based organisation, although this fair representation does not necessarily translate itself into representation in leadership structures.
- The majority of our members are concentrated in rural areas and most branches in good standing emerge from this area. Branches with a higher membership are largely from these areas, which are also the historic strongholds of the ANC in terms of electoral support.
6.5.2 The membership system is being improved continuously and it will be able to provide additional information such as the different age cohorts, occupations and so forth.
7. REALIGNMENT OF YOUTH LEAGUE STRUCTURES
7.1 The 50th National Conference of the ANC resolved to align the ANC structures in line with the newly demarcated local government structures, once finalised. The ANC NEC Lekgotla In January 2001 discussed the approach towards implementing this resolution, an decided to follow the approach of one ward one branch; and one district/metro one region as the principled organisational approach.
7.2 Provinces of the movement were then asked to consider and submit reports on the implications of this approach for structures in the provinces. The ANC envisages that this process of re-alignment to be completed by the time that all Provinces go to conferences before the end of this year. Across the country, ward task teams ale being set up to launch the new ward-based branches and the process of incorporating regions along the new districts or metros are in progress.
7.3 This process will have political and organisational implications for the ANC; allowing its basic structures (branches) to more closely resemble its actual support base in electoral terms; assisting with the process of development, deracialisation and integration of communities; ensuring accountability of councillors and directing local governance.
7.4 The Youth League's organisational form has over the last decade closely resembled that of the ANC, so as to ensure co-ordination - especially the ex-officio representation of the Leagues Chairperson and secretary in the Executives of the movement at all levels.
7.5 As a result of this approach, we changed our 14 regional structures to 9 provincial structures after 1994 and we also require at least 100 members to launch a branch. The variations have been the decision of the League to have branches in institutions of learning and our decision to launch branches in minority areas and rural villages with a minimum of 50 members.
7.6 This approach has not been without its problems; in the main because the League has much less resources to maintain its structures. For example, we have only managed to get resources to support the national and provincial tier of the YYL (staff and offices, monthly allocations), despite a decision since 1996 to also employ regional organisers. Regions also received no allocation, making it very difficult for a youth movement whose cadres are mainly high schools students or unemployed youth to service branches.
The 21st Congress of the League therefore must discuss this matter of the re- alignment of structures and give a clear framework and instructions to the incoming NEC; including such issues as:
- Organisational and political implications for the League as a mass youth formation of the ANC;
- Processes that must be followed preceding the launch of a region or branch, including revisiting such issues as the number of members to launch a branch or the number of branches to launch a region
- Financial and administrative viability of regions and branches.
- Time frames for the YL process, taking into consideration that the process of re- demarcation has already been started by the ANC.
8. OPERATIONS AND ADMINISTRATION
8.1 Head Office Operations
8.1.1 The full-time NWC members together with the National Administrator constitutes a National Management Team, which on a daily basis oversee the operations of head quarters and implementation of Officials, NWC and NEC decisions. There are also bi-weekly staff meetings to discuss work in respective departments and offices. These meetings also assist to consolidate the areas of organisational work and general operations of head quarters. Our situation at Head Quarters has since 1999 drastically improved.
8.1.2 The Secretary General attends the ANC Management Team meetings on weekly basis. The Secretary General reports regularly to both the Youth League management team and the NWC on the ANC management team meetings. The participation of the Secretary General in the ANC Management Team has gone a long way in enriching the management of the Youth League and matters for consideration.
8.1.3 One of the most important elements in our operations of Head Quarters was re-location to new offices in late 2000 and the beginning of 2001. The organisation re-located together with the ANC and the Women's League from no. 51 Plein Street to no. 54 Sauer Street. This had a brief adverse effect on our operations and some of the effects are still felt in terms of effective administration'
8.2 Administration & Personnel
8.2.1 Since the 20'h Congress our overall administration continued to improve. A national manual on basic administration procedures was developed in 2000 and our entire staff complement was trained on this manual. The advantages of the manual are, among others, that there is harmonisation and uniformity of our administration in all our offices.
8.2.2 Our organisers have also been trained on the manual. This will enable organisers during inductions of new BEC'S to train further our branches on basic records keeping and management of the new membership system. Our administration systems are now fully operational.
8.2.3 Further attempts are being made to modernise our administration from a paper-based system to IT intensive system by end 2002. The introduction of such facilities as the Audio- Visual Tele-Conferencing Unit at Head Quarters and our Provincial Offices will reduce the cost of travel and subsistence.
8.2.4 A major setback has been change in staff or staffing positions, with adverse effects on our operations and administration. The area of personnel and human resource development still needs to be improved. A course and curriculum was arranged with the University of North-West Business Centre on training of personnel in key strategic areas on the subject matter in 2000. This course was however postponed due to lack of funding and unavailability of the staff members concerned due to the tight elections programme provinces were engaged in.
8.2.5 Our head offices' professionalism is generally improving although further training is still required. We still need to invest more in the outlook of our offices and in re-designing the image of the organisation.
8.2.6 In the past year we have had to deal with an increased number of staff cases as compared to the previous term. This has reflected badly on the discipline of our staff members. Our assessment is that it is rare for our staff to vacate their positions through normal attrition. Some leave because of dismissal for offences, which they have been found guilty. This situation has to be changed and discipline has to be instilled among our staff complement to ensure consistency, reliability and increased productivity as well as enhanced planning.
8.2.7 As early as 1998, the NEC recognised the need to re-deploy some of our Provincial Organisers and Provincial Administrators. The process proved very difficult due to the fact that most of them were not multi-skilled and their placement became very difficult.
8.2.8 We conducted Provincial visits to conduct staff evaluations and assessments from 1999 - 2000. The report of these evaluations indicated that there was need for re-training of our staff and to subsequently re-deploy them due to the age factor. The report further indicated that most of our provincial staff have over-grown youthfulness and that they are either above the age of 35 or almost 35.
8.2.9 The table-below indicates the number of staffing positions nationally and their location as well as their designation.
Positional Location Number of Positions NWC 3 HQ Staff (Full - Time) 5 HQ Staff ( Contracted) 5 Provincial Secretaries 9 Provincial Organisers 9 Provincial Administrators 9 Total Staff 40
9. RELATIONS WITH OTHER ORGANISATIONS
9.1 PYA (Progressive Youth Alliance)
9.1.1 To provide continuous political leadership to the PYA, regular bilateral informal meetings were held with the Presidents of various PYA member-organisations, particularly SASCO an COSAS. We co-operate around specific sectoral outreach programmes including the SRC elections on campuses and Operation Mazibuye, which is a COSAS campaign. We also held a successful programme of school visits with COSAS.
9.1.2 Subsequently, we convened a meeting of all the Presidents of the PYA. In this meeting it was agreed that a meeting of the Officials of the PYA organisations to deliberate on a political programme to realise the alliance in practice, and to draw a POA for the alliance should be convened. It was also agreed to regularly meet as Presidents and if the need arises, to provide overall political leadership to the alliance.
9.1.3 The secretariat of the PYA meets regularly to discuss and to plan the activities of the PYA. Among other things the PYA structures jointly planned the following: The Youth Electoral Platform, an approach to SAYC, the Presidential Job Summit, etc.
9.1.4 The PYA is very weak at national level. Even though individual structures are able to carry out political programmes this does not complement the overall programme of the PYA. Reasons for this weak state could be attributed to the following:
- Inconsistent and weak leadership at macro political level. The carrying of tasks is entirely depended on the ANC Youth League. Even if tasks are delegated amongst members. This relates in particular to the PYA Secretariat Committee.
- Lack of continuity in other PYA structures also contribute to this weak state. This is due to the annual change in leadership among these structures. The new leadership has difficulties in adapting to the work that has been staffed by their predecessors.
- We must clarify the role of other structures in the PYA for instance those that are inconsistent and whether they should continue to constitute the core of the PYA.
9.1.5 The 1st PYA summit was held in 1998. The summit in the main discussed relations and the programme of the PYA. The 2nd summit of the PYA could not be convened due to the unavailability of funds and tight programmes of members organisations. The summit was among others to deal with the reasons for the weaknesses of the PYA highlighted above. The summit was to focus on the role of the PYA, its individual structures. The need for continuity of some of the PYA structures and the Political vision of the PYA.
9.2 RELATIONSHIP WITH THE ANC
9.2.I The Youth League is represented at all levels of decision-making structures of the ANC and the relationship of the Youth League and the ANC is characterized by good solid relations. The ANC assist the ANC YL with both material and political support, particularly at a national level. The YL met with the ANC officials to discuss among others the approach of the League to the mobilization of young people. The leadership of the ANC has demonstrated its unwavering support to the league in fulfilling its historic mission.
9.2.2 The relationship of YL with the ANC in most provinces is 900d. There are provinces where this relationship is characterized by tension, precisely around or9anizational and leadership issues and where the YL have adopted a different approach to that of the ANC. The result is:
- The League gets ostracised in terms of resources and development processes in the organisation.
- The organisational state of the YL gets distorted.
- ANC leaders through an exercise of patronage divide the leadership of the league.
9.2.3 The YL leadership in the provinces has adopted an approach, which seek to exonerate the league from these problems, by dealing with perpetrators of factions and cliques in the Youth League. The approach has been to develop a clear perspective on problems confrantin9 ANC and the response thereof. This has assisted in building cohesiveness in various PECS.
9.2.4 The Youth League has developed a perspective around the ANC approach to civil society and the defining of youth employment strategy in SA. In preparation for the Presidential Job Summit the YL in provinces have as well engaged the ANC around organisational and leadership issues and our approach to governance I-e- deployment of Premiers, etc.
9.2.5 The ANC Youth Lea9ue at a regional level has good relations with the ANC. Most of our RECS utilise the ANC resources at this tier due to the fact that regions have not been receiving their allocation as indicated above. However in some of the regions the ANC has not been very co-operative despite the intervention of the ANC at Head Quarters giving a directive to the ANC REC to assist the Youth League materially and politically.
9.2.6 The ANC Youth League participates in all sub-committees of the ANC. The ANC Youth League has participated in all ANC elections structures at all tiers of the organisation.
9.2.7 Apart from our structural participation in the ANC; the question we must answer politically is whether the Lea9ue adds value to the ANC in terms of mobilising the new generations of youth behind the vision of the movement, as a preparatory school for new cadres of the ANC and whether we do indeed add youthful and vibrant debate to the movement and what are the areas that require Strategic Interventions.
9.2.8 The NEC and structures of the Youth League throughout the country showed consistency in preparations for the ANC NGC, in discussing the NGC papers and in provincial and local schools were organized prior the NGC.
9.3 RELATIONSHIP WITH THE ANC WOMEN'S LEAGUE
We sought to engage the Women's League on the matter of young women joining the league and our overall role in the women's movement. Our pursuit to meet with the women's league however did not materialise and it is indeed a matter that the 21" Congress must address.
9.4 RELATIONSHIP WITH THE ANC ALLIANCE PARTNERS
9.4.1 SACP: We managed to meet with the South African Communist Party and agreed to work together on the programme of cadre ship development. We agreed on a programme of visiting branches together to realise the development of our cadres politically. The SACP launched a youth desk in 2000. The desk invited us to participate in a seminar at which the Youth League presented an input on youth and politics. We however need to engage with the desk in a bilateral meeting.
9.4.2 COSATU: We have sought to meet with COSATU over a bilateral meeting, however our attempts proved fruitless. We however have been consistently participating in all COSATU activities, to which we have been invited including their 1998 Congress and the 1999 Special Congress and the 2000 Congress.
10. DISCIPLINARY MATTERS
10.1 We had to deal with a number of disciplinary cases, which involved the following comrades: Paulos Mnisi, and James Nkambule. The latter has since been suspended from the organisation. However what is still pending is a programme of rehabilitation. This rehabilitation programme has been suspended due to his impending court case. The matter is therefore sub judice.
10.2 On the matter of Cde Nathi Mthethwa:- A disciplinary action was taken against the cde, after he was charged with sexual harassment. He was then reprimanded and instructed to do voluntary work for the organisation in raising consciousness of our membership.
10.3 On the matter of Cde. Blessing Manale:- The NEC received a complain about the unbecoming conduct of the comrade in the whilst deployed in the W. Cape. A disciplinary committee chaired by cde Seiso Mohai was set-up to investigate the allegations and found them to be true and the NWC reprimanded the comrade.
10.3. Cde Sfiso Ngobese from Malahleni region in KZN was charged with sowing divisions in the YL, as such he was investigated and found guilty. The cde was reprimanded and had to undergo rehabilitation.
10.4 The NEC fined the following comrades for failure to conform to meeting rules of the NEC: Cde. Nono Maloyi, Cde. Khotso Khumalo, the late Cde. lsiah Ntsangase and Cde. George Masango. Ode. Khotso Khumalo has since appealed against the decision of the NDC.
10.5 Mpumalanga:- The Regional Treasurer of Nelspruit region who embezzled funds of the organisation was found guilty and has since been replaced.
10.6 Northern Cape:- the former Provincial Organiser Cde. Knowledge Komanisi had assaulted Cde. Gustav Gazar over the credentials of the Kimberly regional congress. The case is still continuing.
10.7 As part of empowering comrades on the code of conduct, the National Disciplinary Committee resolved to schedule a national workshop to discuss the drawing of synergies to deal with the provincial disciplinary committees. The workshop was also intended to develop guidelines on the criteria to be followed in appointing Provincial Disciplinary Committee members.
This National Workshop could not be convened due to the weak state of the NDC. The reason for the weakness was the resignation of Cde Dumisani Bhengu who was a member to the NDC and the departure of Cde. Charlotte Pheko-Lobe to Britain. The NEC appointed Cde Andries Nel and Cde. Seiso Mohai to the National Disciplinary Committee in a bid to enhance its work and revamp it.
SECRETARY GENERAL'S OFFICE
1. Organisational Development
Over the last three (3) years, our organisational and cadre development programme were aimed at assisting with preparations for provincial congresses and general councils, interventions in problem situations, inductions of newly elected PEGS, political training of organisers and development of organising strategy. The activities included the following:
1.1 Political school project:- a number of workshops were organised nationally over the past three years. Three political schools were organised focusing on developing perspectives on contemporary issues. Through the schools, we managed to interface with various cadres in the alliance, who gave political inputs at the schools. We also developed a targeted approach of selecting comrades in provinces to be trained on various modules. The first such training has already taken place.
1.2 A national summit of provincial organisers was convened. The training focused on the organising strategy of the League. However there was no follow-up made since the first training.
1.3 A branch summit of our campus branches was convened. The summit strategise around Youth League approach to SRCS and the programme of a Youth League branch in the campuses.
1.4 Induction workshops were organised for all newly elected PEGS. The expectation was that this programme will be replicated to branches. Some PEGS have embarked on a programme of inducting regional structures.
1.5 Branch manual: The development and distribution of a the ANC Youth League branch as a basic organisational manual was done, which in the main captured what were the decisions of the last congress on development and status of Youth League regions, branches, etc.
1.6 Provincial interventions: Interventions were made in the following provinces: Gauteng, Western Cape, Northern Cape and Mpurnalanga as earlier reported.
1.7 Provincial Congresses and PGCS: As part of ensuring smooth running of the organisation a number of provincial gatherings had taken place particularly in preparation for National Congress. An exception is the E-Cape Provincial congress, which only elected officials, and could not conclude the election of additional members. This was due to disagreement on leadership issues and the decline of prossed candidates, it was therefore resolved that a provincial general council should be convened to conclude election of additional members.
The National Congress noted the low levels of participation of young women in the Youth League and the fact that the Youth League did not engage vigorously on gender programmes. We engaged in the following activities:
2.1 Workshops: Gender political workshops were organised at national level followed by gender schools almost in all provinces. These activities were a great success. A follow-up gender political workshop was held in the year 2001. The workshop focussed on gender, political and ideological training of young women and men, from all provinces.
2.2 ANC and the WL Gender structures: The Youth League continue to be represented in the ANC Gender committee. We have also been invited by the ANC Womens League to send three representatives to serve in the National Executive Committee of the League.
2.3 Young women's parliament: We organised a young womens parliament in the Free State Legislature. The purpose was to highlight violence, rape against women and to speak on this issues.
2.4 Children: When the Youth League constitution was amended in 1996, we changed the aim on pioneers movement to be much broader. The implication for this is that the Youth League was no longer solely responsible for organising a pioneers movement. The next N EC must develop an approach on this matter.
3. SRC Elections
3.1 During this term of office the organisation took a decision to contest SRC elections in all campuses where we have launched branches. The decision was communicated to SASCO and a frame, work was reached. This frame-work was presented before the PYA secretariat and was endorsed fully. PYA structures also agreed on standing on the ticket of the alliance.
3.2 Sasco developed and launched its separate manifesto from that of the Youth League in 2000 due to the fact that at the time of finality of our manifesto they had already sent theirs for printing. Our president however addressed the launch of the SASCO manifesto and the president of SASCO also addressed the launch of our manifesto together with the National Chairperson of the ANC.
3.3 The main thrust of the SRC elections campaign was improving the studying conditions of students and creating a better culture of learning. Students were rallied behind this theme and were called upon to vote the PYA alliance and to further vote for the ANC in the Elections.
3.4 In 29 campuses we contested in 2000 and received results, we have won 26 and the significant number of these campuses are universities. Further we have regained campuses we lost to the Azanian Front organisations in 1999. There were however set backs in our campaign and the major one has been the loss of the University of Witwatersand to the 'independents' in 2000 who proclaimed that students no longer want politics.
3.5 Our political analysis is that most of the campuses we lost were due to the fact that our comrades tend to be corrupt, when students have entrusted them with office to serve them. The leadership of this SRC'S also tend not to serve the students and ignore their plight and thus giving room for opportunistic elements to mushroom and take over these organs of student power. Our candidates in this term of office will be made to sign a code of discipline and that they will be recalled should they be found wanting.
4. Youth and the 1999 General Elections and the 2000 Local elections
4.1 The Youth League was represented in all structures of the ANC on elections. We were required to develop a youth specific programme, in addition to participate in general election work of the movement. Towards the 1999 General Elections, a national youth electoral platform was convened to discuss a strategy for the youth voting constituency. In the main, the work of the Youth League focused on the following areas:
- Voter outreach and mobilisation.
- Lobbying for the lowering of the voting age.
- Voter Education.
4.2 In the process of the implementation of some of these areas, strategies to mobilise youth were adopted by various structures of the organisation. These encompassed the following: Voter registration campaign and Youth Forums. The strategies were intended to target various sectors of youth including student, unemployed, religious and professional youth.
4.3 In addition, scores of young volunteers participated in door to door work, putting up posters and other mobilisation work to ensure a decisive ANC victory. In different localities, the ANC perceived and indeed reduced the role of the Youth League to media distribution. Funding for some of the specific programmes targeting the youth was in most instances declined.
4.4 A successful youth electoral platform was organised at national level. The platform was intended to reach out to youth beyond the traditional base of the ANC but instead, some of the provinces misinterpreted this broad objective and brought members of the ANCYL along in the disguise of the middle ground youth.
4.5 It should be noted however that the Youth League featured prominently at all levels in a discussion about youth apathy, but our approach to this discussion lacked coherence.
4.6 The League participated in all processes leading to the Local Government Elections. The organisation earlier in 2000 held a PYA Youth Local Government Elections Strategy Workshop. The workshop produced an elections programme with specific programmes targeting different sectors of youth. The programme and the report of the workshop were presented before the NEC and were consolidated. A broad strategy was formulated from this programme,
4.7 The structures of the organisation were briefed about the programme and subsequently were tasked to immediately implement the programme. The programme was further submitted to the ANC for purposes of funding The ANC indicated that the programme had to be integrated into the broader programme of the ANC.
4.8 Our structures participated in the list process. Political guidance was given to structures pertaining the approach to the list process after enquiry on the youth quota. The approach was for the Youth League to lobby for the able and dedicated cadres to be included in the candidate's lists. This has evidently showed to be successful.
4.9 The overall assessment of the local government elections showed that the organisation has performed well in some areas. The most disturbing elements remain the inability to penetrate some of the minority areas and loss of some of our historically strongholds. The out come of the election results can be attributable to both objective and subjective factors among which we can highlight the following:
- The weakness of structures of the movement generally and the League and the PYA in particular.
Our election campaign lacked a particular message focusing on youth.
- The lack of funding youth specific programmes, making it difficult for the Youth League to mount a massive outreach campaign to first time youth voters.
The participation of youth in local elections
4. 10 Immediately after the announcements of the election results the media was abuzz about the failure of the youth to cast their votes. Having listened to comments and made its own analysis about the participation of youth in local elections of the December 5th 2000, the ANC Youth League made the following observations and comments:
4. 11 Definition: By youth we mean those, according to the National Youth Commission Act of 1996, amended in June 2000, are people between the ages 14 to 35. Many organs of civil society do not share the similar definition with us on the meaning of youth. These organs include among others the media and research institutes. For instance, the IEC characterises the youth as being of the ages between 18 and 21, whereas the HSRC defines youth as being between the ages 18 and 29. This results in wrong and misleading conclusions being drawn. based as they are on a wrong definition and premise. General mood of the Elections: These elections took place in the context of an intensive and campaign to communicate a pessimistic and negative message to the people. The ANC stood alone in communicating a positive image.
4.12 Statistics: The organisation however acknowledges that there was a low voter turnout in 2000 Local Government Elections. That this low voter turnout is however not just about the youth. This perspective that the low voter turnout is a holistic result of the non-participation of youth is myopic, too simplistic and easy to dismiss with facts.
4.13 The Human Sciences Research Council (HSRC) conducted an exit poll on elections day of about ii 135 voters in 209 voting stations. According to this poll, 25% youth of the ages 18-29 years voted on 5 December. Further, about 600 000, 6%, people who voted were first time voters.
Factors contributing to the low turn out by youth
4,14 As our democracy matures, South African society will begin to behave like other societies where it is not uncommon to find lower turn outs during elections. Youth are always the most dominant in this category.
4,15 The heightened propaganda of that focal government did not deliver to the people. This propaganda was intended to demoralise the majority of the people and lure them away from voting. Of course, it had a somewhat similar effect among some youth too.
4.16 There was no specific and direct message and voter education aimed at first time youth voters Even youth organisations, political, religious, educational and others did not this time do much work for one reason or the other to mobilise youth to vote!
4.17 A significant number of youth hold the view that local government is not relevant to issues affecting them. This was aggravated, indeed, by the fact that local government has not done much for youth in the last five years to improve their socio-economic conditions. Many local governments have not as yet institutionalised youth development and that this may have contributed to this belief.
4.18 The date of the elections also had an impact on the voter turnout, especially for students. Firstly, the uncertainty about the exact date of elections resulted in many students not knowing where to register, and whether to register anew to change their previous elections addresses. Many students registered at places where they study and as a result of the lateness of the date, tertiary students had already left these areas and could not vote. No special arrangements were made for this category of voters. Second, because of the date, being December after final examinations, students could not be mobilised as they concentrated on final exams during the months of October and November, after which they mostly departed for home, and thirdly, youth are very mobile during the month of December, as soon as exams are over. Accordingly, either for voter registration or for elections, as we learned during the December 1998 voter registration weekend, December is a difficult month for youth.
4.19 The demarcations process also created some confusion on the part of voters who turned up to vote but were advised to vote elsewhere. Many could not reach these newly designated places. There were some who also thought that they had to re-register based on the new demarcation even though they have not changed their residential areas.
The issue of youth apathy'
4.20 To conclude from the lack of participation of youth in elections that young women and men re apathetic, is not correct. Apathy, in our understanding, means general lack of participation and being disinterested in all aspects of society. We acknowledge that the voter turnout was not as high as we would have wanted it to be and that there certainly are problems. The South African youth are very active in the general aspects of our national life - sports, arts, culture, politics, education and others. Surely, this does not even begin to constitute apathy.
In our opinion there is an attempt to depoliticise the youth of our country and to portray them as materialistic and apathetic. This campaign has taken a form of an ideological warfare to portray the youth as people who are completely uninformed and disinterested. The campaign has in the main being waged by the media. This has translated itself in the initiatives of youth not enjoying support and thus not being profiled. Often, the youth, especially the black youth and African youth in specific, are only referred to in the negative as irresponsible, criminal - as a burden on society! Sadly, a negative prophecy consistently, intensively and extensively driven eventually becomes self-fulfilling!
Looking forward, the ANCYL proposes the following in the effort to ensure that in future youth do actively and increasingly participate in the elections,
- Civic education in all schools, that will teach youth their history, their rights and about the democratic institutions of our society in a positive manner
- Youth organisations - political, religious, cultural, educational and other - must be strengthen and empowered with the capacity to mobilise and conscientise the youth to be even more active in matters of the social life of our nation,
- Creative ways must be devised to mobilise youth to get out to vote, including annual ID and voter registration drives for first time voters,
- The media must reflect a more balance and positive portrayal about the many achievements of the South African youth.
- Government must greatly expand its youth development programmes, especially to address more directly the ravaging question of youth unemployment, training and education, sport and recreation and others.
- Development of a mobilising strategy not only for elections purposes, but that will be an all around mobilisation of young people.
The President's Office co-ordinated political programmes, economic programmes, international affairs, youth development, education, policy development and media.
Generally, it deals with the general political direction of the organisation at all levels, being the public face and official mouth of the ANCYL.
5. POLITICAL COMMITTEE (PC): The PC was very active in its first two years; several meetings were held, mainly constituted of directly elected NEC members to process a number of political debates. Such as the Youth Electoral Platform Conference Declaration, the political content of the Extended NEC, the Alliance and progressive trade union movement, nation building and the land question. Later its work was merged with that of the NEDC due to overlaps on the issues and as a cost cutting mechanism.
6. National Economic Development Commission
6.1 This structure initially functioned fairly well in that it processed a number of documents including our perspective on Youth Employment Strategy, which was to be further refined by NIEP (National Institute for Economic Policy). The YL document was distributed to all provinces, however we have not been in a position to pay NIEP in order to gain access to the research they conducted.
6.2 At the joint sitting of NEDC and Political committee a number of economic rebates have taken place, including rural youth development strategy. Due to lack of resources, we had to postpone many meetings of the NEDC including other NEC subcommittees.
6.3 Some of the elements of our Youth Economic Empowerment Strategy have been carried forward, such as the establishment of a youth voice within the Business sector. An organisation for youth entrepreneurs has been registered with the YL as being at the centre and will advocate for the participation of youth in the mainstream economy.
7. Deployment committee
7.1 The NEC established consisting of the President (Chairperson), the SG, Febe Potgieter and David Makhura. The purpose of the deployment committee was to deal with the issues of deployment of Youth League members. This committee held several meetings and tabled its guidelines at the March 1999 NEC meeting.
7.2 Among its work, it made proposal to the N EC on the comrades to be deployed to the NYC and on the question of the strengthening the head office post-elections. Two meetings were held with the ANC National Deployment Committee regarding relations between the ANC and the ANCYL on deployment questions.
7.3 The YL National Deployment Committee was dissolved in line with the political decision
taken by the ANC that there should be only one Deployment Committee. A decision was taken by the ANC that there should be someone from the ANCYL and the ANCWL on the ANC National Deployment Committee. Such comrades shall participate in the NDC, not as representative of the Leagues but as members of the NDC with perspectives on youth and women on matters of deployment. The NEC resolved that the President of the ANCYL should serve in the ANC Nat.Dep.Com. to represent youth interests.
8. Nation Building & Peace
8.1 The ANC YL has prioritised its engagement with organisations such as the Afrikanerbond Youth Section, Muslim Youth Movement, Hindu Youth and many other sectoral and issue based organisations. These engagements were seen as part of our broader efforts of seeking consensus on issues of Racism, Patriotism and Reconstruction and development.
8.2 The form and results of this engagement differed qualitatively, in that with the Muslim Youth Movement and Hindu Youth Movement our engagement focused on the collective contribution to the strengthening of institutions for Youth Development. The need for these organisations to ensure their voice is counted amongst those who advocate for fundamental social transformation.
8.3 There has been ongoing engagement with the Muslim Youth Movement around issues of nation building, youth development, HIV/AIDS and the rise of violence and vigilante activity particularly in Western Cape that also took the form of terrorism and violence. The result of this interaction was a joint statement issued that condemned these actions. This is ongoing work.
8.4 The National Hindu Youth Federation is equally concerned about socio-economic rights of young people. We had agreed on the need to urgently look at reviving a progressive movement within the Indian community.
8.5 Whilst with the Afrikaner Youth the focus is on need for interaction and co-operation to build mutual trust and respect; whilst simultaneously changing stereotypes and building patriotism through participation in community development programmes. We have participated in the activities of the Jong Dammes Dinamiek and invited them on the Joint Conference with the Afrikaner Bond Youth League. There has also been ongoing engagement with SRCS from historical Afrikaner Tertiary institutions. However this interaction has not been consistent.
8.6 On the 24th Anniversary of June 16, a historic joint conference was held with the Afrikaner Bond Youth League, which was addressed by the ANC President - Cde. T. Mbeki. Also invited were SRCS from institutions of higher learning. This conference adopted a joint declaration. which committed both organisations on a programme that focuses on co-operation in dealing with socio-economic development, dialogue, nation building and patriotism, building the culture of service and will to succeed. This was underpinned by a joint commitment to fight all forms of discrimination and advance the spirit of the South African Constitution. The conference further agreed on joint committees to coordinate the implementation of the declaration and programme.
8.7 As part of intensifying this work, a follow-up interaction with other Afrikaner youth organisations such as Junior Rapportryerbeweging (JRB) still outstanding.
9. Peace and Stability
9.I We have had healthy and sober interactions with the IFP Youth Brigade, on peace, stability and development. We also held a joint meeting with the ANC/IFP 3-aside committee during which the ANC and IFP leaders placed it squarely on the shoulders of the youth to ensure the ultimate success of the peace process.
9.2 The IFP YB has invited us to its annual congresses, which we have reciprocated. We also continue to interact on strengthening institutions of youth development including deployment of members to NYC and PYC..
9.3 As a reminder, to the outstanding issues between YL & IFPYB is the joint Declaration on Peace, Democracy and Development, a joint conference and programme of action. In some areas of KZN and Gauteng, however, some violence and intimidation continued, especially, in the run up to local elections. ,
9.4 Obviously, one of the challenges is to ensure that our political and principled decisions as they relate to our strategic co-operation in governance at both national and KZN levels is not undermined by the reactionary elements within the IFP.
9.5 We had participated in the ANC led process towards developing a conceptual approach on moral renewal. This resulted in a conference jointly convened by ANC government and SABC. The education Ministry also convened a follow-up summit, which was preparing for a national conference held in Cape Town under the office of the Deputy President.
9.6 In taking forward this work a discussion document was processed by the political committee and circulated for discussion. SAYC was mandated to convene a Youth Summit on Moral Renewal.
10.1 The ANC YL has prioritised the strengthening of our policy positions on some of the key issues such as youth employment strategy, audit of the local youth units and model for youth units. A focus group was convened to interrogate our document on Integrated Rural Youth Development Strategy, which was further discussed by NEDC. The YL has made a number of submissions on FET and Higher Education, including the National Youth Service.
10.2 We engaged government on the question of youth unemployment, including meeting relevant Ministries. A number of initiatives have been taken to address the issue of youth unemployment, including the Presidential Job Summit in 1998. However, most of these initiatives have been on a very small scale, fragmented or are at pilot stages. Our conclusion was that there is not much that has been done with regard to addressing youth unemployment, as with implementing the resolutions of the Presidential Jobs Summit relating to youth.
SINGLE ISSUE CAMPAIGNS
11. HIV/AIDS campaign
11.1 The YL launched the national HIV/AIDS campaign in 1999 that focused on building partnerships, safe sexual practices through the ABC campaign, support for those infected and affected by HIV/AIDS, and advocate for cheaper treatment.
11.2 We participate in the South African Aids Youth Partnership, and the National Aids Council through SAYC. There have been a number of challenges in relation to SAAYP, including the lack of clarity from the Department of health on the terms of reference for the structure. This structure has been engulfed in tensions between the Dept and the youth organisations around funding and participation of youth organisation in determining the strategic direction of SAAYP. After the intervention of the organisation the Dept has promised to clarify this issue around participation, and it has reaffirmed its commitment to availing resources building the capacity of the youth sector.
11.3 In pursuit of our programme, a national road show was conducted as part of youth mobilisation and operation back to basics, which included media production, condom distribution and partnership with youth celebrities and organisations. All provinces hosted activities including addressing schools, visiting hospices and hosting youth festivals.
11.4 At this point we must congratulate and thank those who partnered the ANCYL in this national road show: School Girls & Blondie, Trompies, Boom Shakam, DJ Christos, Da Vinci, Iggy Smalls, Florence Masebe and many others for their unwavering support and commitment to the fight against HIV/AIDS.
11.5 During the campaign and in particular the national roadshow, we observed the following:
- There is general awareness about the HIV/AIDS scourge; the challenge is to effectively change the youth sexual lifestyles/behavioural patterns;
- Our branches are generally active in the campaign, taking initiatives some of which are very innovative. In some regions, such as Goldfields and Sasolburg regions of the Free State, they have Anti-Al DS Youth Forums at the centre of which, are ANCYL branches and cadres. These forums are active in the awareness campaign.
- Some branches, such as in the South Cape region of the Western Cape, utilise sports activities and even visit shebeens and taverns to heighten awareness and mobilise for safer sex. Some branches visit schools and religious institutions to heighten this campaign.
- In Bushbuckridge region cdes are volunteering as AIDS counsellors, in KZN and many other parts of the country they work and volunteer as Young Positive Living Ambassadors.
- There are others that are just inactive because, as they say, they had not thought about it. Our AIDS activities at branch/community level fail because comrades conceive of very costly activities such as festivals even though they neither have resources nor can mobilise them.
- There was some degree of confusion among our people regarding the AIDS debate.
12. Substance Abuse
12. 1 We are amongst the few political youth organisations that has been seized with Substance Abuse and its effect on Youth. All provinces participated in inter-provincial workshops, which dealt with capacitating our comrades with understanding substance abuse and legislative framework. A national summit on Substance abuse was held which dealt with youth and substance abuse, its effect on society and a draft policy frame work for the organisation.
12.2 There are a number of opportunities around this area including the recently established Community Development Trust, by the Ministry of Agriculture & land affairs and the wine industry; focusing on wine producing provinces i.e. W/Cape, Northern Cape and some parts of F/State.
13. Safety and Security
There have been a number of initiatives in relation to this area of work including marches that were held in Cape Town against Taxi Violence. Our branches throughout the country have responded to the call for participation in Community Policing Forums and volunteering for Police reservists. However we more still needs to be done to make our communities safe, violence at schools and strengthen moral regeneration programme.
14. Education and human resource development
14.1 Human resource development has remained central to the work of the ANC YL despite a number of challenges confronting this sector. The late delivery of learning material, low teacher morale, skewed distribution of human and material resources, absents of the Culture of Learning, Teaching and Service continue to bedevil our schools. Whilst instability of management personnel in higher education, dropping student numbers in HBls, continued apartheid legacy and lack of an MDM perspective on the transformation of higher education sector has exacerbated the situation.
14.2 The has been a number of attempts aimed at normalising schooling and promoting COLTS, the Department of Education has made strides in this regard. However more still needs to be done in raising awareness around SASA and ensuring participation of parents, so that schools can function properly.
14.3 The ANC YL and PYA have been active in efforts of reviving the Education Sector Forum convened by ANC SGO. A number of Education Summits have been held to appraise the work done in transforming education.
14.4 The MSABEF bursary scheme of the YL collapsed in the main due to world economic crisis, which affected our main sponsor, the UMNO in Malaysia. We then negotiated for the transfer of all the students to the President Mbeki Scholarship fund.
14.5 The Danish Cultural Placement Programme was an exchange programme between the YL and Danish Education Ministry. Before the establishment of the NYC this used to be solely a YL programme. However after the Danish felt uncomfortable with a partisan approach and therefore included NYC in this programme. The NYC had an advantage over the YL both in terms of the numbers they could send and the stipend allowance they could give to their students. More than 50 comrades had undergone this programme until 1999. We were then advised that the programme had being discontinued.
14.6 During the course of this term, we visited many schools to address students about the Culture of learning, teaching and service, AIDS and Youth development. We have also taken a keen interest in resolving crisis spots in institutions of higher learning.
14.7 In line with congress resolutions that the YL should focus more on capacity building and. skill development, a scholarship programme was initiated for our members. Damelin awarded 10% discount to our members should they register with the institution for any diploma or the certificate of their choice.
14.8 The YL Sub-committee was central in ensuring that this work was carried out however when education was combined with other policy areas, it did not enjoy the specialised attention we became more ad hoc depending on the issues on the agenda.
15. Youth Development
15.1 The National Youth Policy guided the our work around youth development at all levels of government and our approach to projects. The Youth Development sub-committee has continued to engage with the fallowing structures: SAYC; NYC & Umsobomvu fund to develop a common perspective on the movement forward. A number of other interactions took place between our cadres and relevant Ministry.
15.2 The board of Umsobomvu Fund was constituted in 2000, however it took another 12 months before a structure could be set-up. In the main due to lack of clearly conceptualised role of the fund. Some of the strategic issues in terms of the role of the fund that have been resolved, include the fact that the fund should be a catalyst for youth development, by supporting job creation initiatives, skills development and transfer, development of youth SMMES and ensure sustainability of the fund.
15.3 National Youth Commission: We have been engaged in a process of restructuring the NYC and Provincial Youth Commissions. This process was intended to streamline, reorganise and ensure coherence between different spheres of government on youth development.
There were a number of challenges in relation to the operation of the NYC, which include lack of support from operational managers in government departments, negative imaging by the media, ongoing political attacks by the opposition. The general lack of understanding of the role of NYC had further exacerbated the situation, because the NYC was never meant to be an implementing body (not because this is not problematic if looked at against actual experience). The mandate of the NYC includes research and policy development on a wide range of youth development needs. It has to play a vigilant role in monitoring youth development programmes and services. Advocate on behalf youth and specific target groups for relevant programmes, services and facilities. It must leverage resources for capacity building. Lastly to coordinate and or facilitate youth development initiatives.
Whilst these powers are sound, they are not sufficient to evolve a massive programme to address the situation of youth. In particular because implementation is not located within the same agency or under its influence. Unfortunately it is in the nature of commissions that they are not implementing organs rather complementary to the work of government.
We hold monthly YL-NYC task team meetings to discuss strategic matters relating to the NYC. Also a report on the activities of NYC is available.
15.4 National Youth Service Programmes (NYSP): Key to our interaction with the NYC was the question of National Youth Service Programme. We had undergone a long process, trying to conceptualise NYS, which started with a national Summit on the NYS Green Paper. A NYS task team was establish by the NYC under the Chairperson's office and drafted a White Paper, which was tabled before the Minister in the Presidency for consideration. However nothing has come of it whilst there has been support even from ANC NGC and NEC Lekgotla. Several attempts have been made to mobilise political support for the White Paper, the YL and NYC have engaged several Ministers whose departments are relevant to NYS, who in principle expressed support it. There has been another process of implementing the resolutions of the Presidential Job Summit, which had a bearing on NYS. Four pilot projects in addition to the 50m public works project announcer by the President in 1g99 June 16 Inauguration speech, which is being completed in this financial year.
The other four are Literacy, Infrastructure development; HIV/AIDS; and Environment. The NYC has commissioned the development of an implementation plan and cost-benefit analysis for the NYSP whilst impatiently waiting for the processing of the White paper. This will expected to be produced by mid-November.
15.5 South African Youth Council: The SAYC is an important co-ordinating structure for youth development and issues. However, since its inception has been faced by structural and resource problems.
The majority of its affiliates including the YL did not pay up for 1999 & 2000 membership fee. The majority of provinces have established either weak structures or now defunct structures. This is in the main because they lacked leadership, resources or commitment to the organisation. The PYA has not being sufficiently seized with the task of strengthening SAYC.
In order to ensure that we rebuild and capacitate SAYC, work was being done at the level of the YL-SAYC task team. One to reaffirm SAYC leadership amongst stakeholders and role players. Two by re-conceptualising the corporate image of SAYC in order to separate frequent changes at an executive level from a stable administration headed by a CEO/Director. With operational administration and financial systems, this will fundamentally assist in revamping of the structure from its current form. SAYC however requires a political programme developed by the PYA to pursue and that this programme be used as a yard stick of determining the success and progress of the council.
15.6 Youth units in Local government: Through engagement with SALGA and NYC there was a process of auditing youth programmes and structures in local government. The audit showed a lack of common understanding of youth development priorities and misplacement in terms of location.
The extended NEC then resolved that we should develop a detailed document on Local Youth Units. The first version was distributed at and after the extended N EC, it was further developed with inputs from SALGA. That document gives guidance to structures on the approach and many regions have adapted it to their specific models of local authority. Further work needs to be done to assess the extent of implementation and assist provinces and regions to develop integrated local youth development plans.
15. 7 Legislation and governance: Owing to the Youth League participation in parliament the NEC resolved to create the portfolio of Legislative & Governance. The objectives of the portfolio were to increase the league's contribution to policy formulation process; to formulate the league's strategy for engagements in relation to governance matters and to maintain dynamic interaction and effective communication between the Youth League structure and governance.
The key area of work of the portfolio was on policy and legislation that impact on youth in particular and broadly on the social transformation agenda unfolding in the country. The portfolio also had a sub-committee.
The sub-committee convened a workshop on governance and legislation dealing with various strategies the Youth League can employ to realise the objectives. The discussion document on "ANC Youth League Strategy for engagement with governance" was circulated to all provinces with the programme of action. All provinces were urged to establish as a matter of urgency, governance and legislature sub-committees to implement Youth League strategy for governance.
Activities of the committee centred around elaborating ANC Youth League put on the agenda of parliament issues affecting youth. The following reflect key areas of activities that the Youth League impacted on both National Assembly and the National Council of Provinces.
Youth League managed to successfully claim and initiated debates on commemoration of June 16. Motions and questions were prepared in line with Youth League programme of action e.g. April 6; 56th Anniversary of the Youth League and the Youth League views on various issues i.e. youth development projects, education, youth and job creation, and on Umsobomvu Fund. These activities are on going.
16. Media, Information and Publicity
Meetings of the Department : The department had two ordinary meetings and a third a meeting during the 1g98 SASPU Media Mindblast. More regular meetings could not take place due to lack of finances and after the adoption of operation Back to basics by the NEC, the NWC and NEC members spent most of their time in provinces, this left out little or any space for full sub- committee meetings.
The strategising and general planning for work in this department therefore had to take place at the level of the Presidency meetings. Therefore we can say that the department as a broader collective did not have consistent meetings after 1999, that role devolved to the Presidency meetings.
Website: The website has improved dramatically since 1999 after a visit to the web maintained company Unwembi in Cape Town. It however needs noting that the momentum to maintain and improve the website after the visit was short lived a few months after the visit. This happened despite a clear brief having been developed for the web company as well as the full time media officer being given clear mandates.
Some of the problems identified with the website include amongst others, our inability to locate the older documents in electronic format, the failure of the provinces to optimally utilise the website to deposit information on the site, our inability to do basic update of the website from the head office, a practice which most organisation which have effective website are accustomed to.
It however envisaged that a clearer tight brief would be given to the web company for a rejuvenation of the site in a few weeks from now. This will not only deal with the content of the site but its architecture and navigability as well as making it as interactive as possible.
Media Production: Our rate of producing own media also decreased in 2000. This is due to the number of campaigns we ran during the previous year. However, we were able to produce for our major campaigns and events in 2000 which were, June 16 HIV/Aids, Solomon Mahlangu Day as well as SRC elections and influencing the content of ANC media on Municipal elections.
We have not been able to produce Horizon also due to financial constraints but as well the fact the ever last only edition to be prepared never made it to the printing press, this has had an effect on the enthusiasm of the comrades who had written articles and were prepared to become consistent and regular contributors.
The NEC bulletin was also not as released as in the previous year due to the same financial reasons, the last edition had to reproduced internally and thus not reaching out as its original intended purpose This has thus further deepened the gap between NEC and the general membership and lower structures.
It is recommended therefore that we will have to find creative ways of funding our publications and avoid compromising our duty to communicate decisions of higher structures as they get taken. The suggestion braking down our budget and spending into various dedicated programmes including media seems to be the only short term solution to the fight over resources between various organisational programmes The second recommendation -is to priorities the building of capacity at HQ both in terms of human resource skills development as well as capital investment in relevant equipment.
The situation in provinces has also not improved, our provinces seems not to prioritise the . production of media particularly PEC bulletins. With their even limited media liaison capacity except in Kwa-Zulu Natal it means that their communication with lower structures only happens at the level of deployments and organisers visits.
Media Liaison.- Despite appointing a full time media liaison our aspiration at HQ to increase our liaison capacity was also short lived, this was further coupled with a problem of. lack of effective media monitoring through an effective press cutting service as a result of inconsistent supply of newspapers.
We. however had some print media coverage for our major events and campaigns to cite a few, June 16 Rally as well as the Joint Conference with the Afrikaner Bond Youth received coverage of high publicity value. We can still say that we have problems with the national broadcaster, particularly television in covering our events not to even attending our press briefings.
We seem not to attract attendance to our press conference, as was the case with the briefing on SRC elections.
Despite repeated persuasions, we still do not access to community radio stations, which plays an important role in reaching out to communities. It needs noting that our provinces seem not to take media liaison seriously as most of them to do not even have contacts with provincially based media.
Training and Capacity Building.- We have not had any training facilitated for our media secretaries this year. We had initially targeted the short courses as offered by the institute of the advancement of journalism (IAJ) but could not secure funding from the ANC as the programmes were said be expensive.
SASPU did not convene any media Festival last year, which also used to serve as our training ground. The lack of training seems to be one of the reasons why our Media officers were not as effective as we had envisaged.
In the light of this capacity crisis, an attempt to adapt the ANC communications Manual did not gain ground due to basically the failure to hold departmental meetings, which were to discuss the manual and start the process of adapting it in a workshop.
Internal Communications.- Despite a clear and cost affordable programme on internal communications being developed, it could not be implemented. Such a programme was aimed at improving our communications with regions and branches particularly with the distribution of media material and correspondence. The failure implement such a programme was merely lack of commitment on the part of provinces.
The implementation of such a programme would have ensured that our organisers do not visit regions and branches just to deliver material, as a reliable postal database would have eliminated such a practice.
We still do not have e-mail in our provinces and as some of our provinces encounter systematic telephone and fax service suspensions, it hampers on our ability to communicate effectively with our structures'
The NEC bulletin was one of the few successful internal communications tools developed, it however had some minor shortcomings at it was sometimes released late and when such happens it still spend weeks in provincial offices before being distributed to regions and branches.
An attempt to re-launch the Horizon also did not gain ground, primarily due to two reasons. The lack of capacity at HQ to compile the Magazine further exacerbated by the fact that almost all our media Officers never spent more that four months in the employ of the organisation. The other major problems were failure of comrades to write and submit articles on time.
17. INTERNATIONAL AFFAIRS
17.1 Southern African Youth Forum (SA YF): The Southern African Youth Forum was launched in Johannesburg on the 2nd October 1998. In the March 1998 congress, the ANCYL resolved to consolidate bilateral and multilateral relations built over many years of struggle. SAYF is an organisation for progressive/like - minded youth organisations in the region. The cooperation is based on the following principles:
- developing a Southern Africa youth leadership with common political perspectives on developments in the region,
- youth exchange programmes,
- joint country projects,
- Solidarity campaigns.
In the 2nd SAYF conference held in Victoria Falls, Zimbabwe, the ANCYL was elected to a position of Secretary.
17.2 African Renaissance Youth Conference: The ANCYL hosted the conference in Johannesburg, July 1999. The ANCYL enlisted the services of the PYA to host the conference.
The conference provided a representatives framework for continental youth organisations to work for the achievement and realisation of the objectives and aspirations of the African youth, freedom, justice, democracy, education, welfare, environment as well as for its fulfillment in peace, concord, unity, solidarity and dignity.
The conference helped to strengthen, diversify and consolidate continental cooperation. Partnership of youth structures was re-dynamised and developed. The conference was successful because of the assistance from the ANC International Affairs subcommittee.
17.3 World Youth Festival: ANCYL took part in the world youth festival held in Lisbon, Portugal from 1st to 10th August 1998. The festival was a high scene of reflection, and a great political, cultural, artistic and sporting event aimed a giving new impulse to the solidarity of world youth in the struggle for a better world.
The ANCYL was the convener of the national preparatory committee. The festival was a publicity strategy by the host to assert itself in the world scene.
17.4 Solidarity: The ANCYL strive to promote friendship, unity and solidarity with the progressive youth of the world, to oppose imperialism and colonialism. It also expresses firm support for the youth of all countries in their righteous struggle for national self-determination, peace and democracy.
Youth League was part of the WFDY delegation to peace caravan in South Sudan in November 1998. Other solidarity campaigns included Cuba, Western Sahara, Palestine and Swaziland. We further assisted SWAYOCO to host their National Congress in Mpumalanga when it became clear that the Swazi Royal police made it impossible for them to hold their congress in Swaziland
The peace process has been dealt a severe blow in Palestine as a result of the victory of the right wing party. The Israeli government is deliberately wasting time, in an effort to eternalize its occupation and tight its grip on the Palestinian land, and to make the current phase a lasting phase. ANCYL should mobilize against the Israeli government to negotiate in good faith, which will lead to it pulling out of the occupied territory.
17.5 Bilateral relations: The ANCYL has had countless bilateral discussions with the aim of strengthening friendly and cooperative relations with youth organisations in the neighbouring countries and other pads of the world.
17.6 International youth movements: The ANCYL is a member and hold the strategic position as the of Africa co-ordinator in both WFDY and IUSY. The ANCYL maintains the dual membership of both IUSY and WFDY despite the contradictions between the two organisations.
17.7 International Union of Socialist Youth: The Youth League continuously participated in activities of IUSY. Of significance is that we have hosted the IUSY Presidium in late 1999. In 2000 during the IUSY world Congress the Youth League was elected to the Presidium to serve as Africa Co-ordinator. We have since held the Africa committee meeting in Botswana, which included the IUSY affiliates from all over the continent.
IUSY has also given us a mandate to co-ordinate the Africa newsletter. We have also been requested to host the IUSY World Congress in September 2001. The NEC further resolved that the Secretary General should serve in the IUSY presidium due to the nature of the committee and the discussions that ensue in this body.
The ANCYL has volunteered to hold the membership consultation. ANCYL will be a host to a IUSY congress that will be held in South Africa in December 2001.
17.8 World Federation of Democratic Youth (WFDY): ANCYL was elected Africa coordinator of WFDY in the last General Assembly held in Cyprus on the 28th January 1999. WFDY still uphold the ideals that it set for itself in its founding in 1945.
It remains a political organisation with anti-imperialist character and broadly network the progressive youth organisations. WFDY played a vital role in the international struggle against apartheid so ANCYL and WFDY have a dialectical relationship.
17.9 Pan African Youth Movement (PAYM): The Youth League had no direct contact with the PAYM in this term of office due to technical problems. It has proven very difficult to reach the organization telephonically and otherwise. We have however managed to meet some of the comrades of the PAYM during the WFDY General Council. We further participated in a PAYM campaign against the Child Soldier. Our Greater Johannesburg Region was engaged around the awareness campaign in support of this campaign.
17.10 ANC Programme: The ANCYL is part of the ANC international Affairs subcommittee. YL has participated in various ANC programmes like being part of the team that met foreign delegations that visited the ANC headquarters, part of the delegation that visited Cuba, China and attended the Socialist International World Congress.
18. COMMEMORATION DAYS
June 16 - National Youth Day
18.1 Youth day June 16th programs over the last three years consisted of the build up activities by ANC YL structures and events on the day organized jointly with the National Youth Commission and youth organizations. The day has also been characterized by media focus (both print and electronic on youth issues and history of the day.
18.2 We can indeed say that the objectives we set of making sure that the day becomes acceptable to South African youth of all backgrounds, to use it as a period to put youth issues on the national agenda, and to ensure that the new generations of young people get to know the history of the day, have to a large degree been met. ,
18.3 Amongst the highlights was the joint conference on Youth Day 2000 with the Afrikaner youth and the theme "Yesterday is a foreign country ... " This raised a lot of debate and conscious among the Afrikaner youth in particular that the situation was irreversible.
18:4 June 16 has consistently been used to highlight the situation of youth in SA as well put issues of Youth Development on the national agenda. This has ensured continued special attention of youth by the Nation, a number of programmes have been pronounced on this day, which were aimed at improving the situation of youth. ,
We must work to ensure that the 29th Anniversary of June 16 have a special meaning to all youth, marking the beginning of the African Century for Youth Development.
Solomon Mahlangu Day - April 06
18.5 Although this is not a public holiday April 6 the YL has led the commemoration if the Death Solomon "Kalushi" Mahlangu the young hero of our strongest youth with activities centred in Mamelodi and some provinces, which included organizing of memorial lecturers in Universities.
18.6 Unlike June 16, the profile of this day has declined and the YL is faced with a challenge of making this day to capture the imagination of the new generations of youth.
ANC YL Birthday - October 27
We celebrated our fifty-sixth (56) birthday in 2000 with a rally in memory of the first President of the Youth League - Cde Anton Lembede. The event took place in the midst of an election campaign and the rally was held in Umbumbulu - KZN. A memorial stone in remembrance of this generation will be elected as part of the preparations for this year's 57th Anniversary. The NEC having considered the decision of the ANC General Council on the awards to decided to cancel the awards for the Youth League.
The NEC draws down its revolutionary banners in honour and recognition of its fallen heroes and cadres. During this term of office the NEC learned with sadness the loss of the following comrades:
- The late Cde. Parks Mankahlana - Who served as a member of the ANCYL NEC for the terms 1991 - 1996. He served as the Spokesperson of the first two democratically elected Presidents, till his untimely death.
- The late Cde. Tshepo "Bornaventure" Nkgodi - Who was a member of the Free State PEG when death cheated us of his company and contribution towards fulfilment of our historical cause.
- The late Isiah Ntsangase - Who served as the Kwa-Zulu Natal Provincial Chairperson and was deployed to Parliament of the Republic of South Africa where he served until his untimely death.
We call upon all members of our organisation to pick up their fallen spears. May their fighting spirits rest in peace.
We have tried not to over exaggerate our achievements. Obviously our organisational weaknesses are a function of objective and subjective factors. Drastic, decisive and bold action is required if we are to remedy this situation. Certainly, an organisation that is alive always has problems and weaknesses, as part of its life. As we solve old problems, new ones arise. This is healthy in any living organism.
We should take action to propel us forward because of the historic burden on our shoulders - to win a revolution through rallying the masses into action and strengthening the ANC! As the ANCYL, a real danger exist that in a decade and more, this revolution may be aborted, its gains reversed and ideals flushed away into the nearest ocean.
We are strategically located in an organisation, which must mobilize the youth themselves as a strategic revolutionary force among the motive forces. If we fail to mobilise, organise and educate the youth today, in order to rally them into action, the youth will be won by our enemies, rendered an important force for change and become themselves the sworn enemies of our revolution, its ideals and objectives.