Il mio più grande fallimento potrebbe non essere stato raccogliere fondi, ma non riuscire a dare veramente potere alle comunità

A former managing director of Goedgedacht, a South African non-profit organisation focused on community development, recently visited a once-thriving after-school programme in Koringberg, a small farming town in the Swartland region. During the visit, the individual arranged for the installation of prepaid electricity meters at one of the organisation's former Pathways on to Prosperity (POP) centres, which had previously served as a hub for children receiving meals, homework assistance, and recreational activities. The site, now largely abandoned, evoked reflections on the impact of the organisation's work and the challenges faced due to a severe funding crisis. The POP centre had functioned as a vital resource for many years, offering children a safe environment after school. Volunteers and staff supported students with their studies and ensured they received nourishing meals. The space buzzed with activity, filled with laughter, learning, and the occasional argument, signs of a vibrant community effort. However, the building now stands nearly empty, a silent witness to the changes that have affected both the organisation and the surrounding area. The closure of the POP centre in Koringberg was not attributed to a lack of community engagement or program failure. Instead, it was a consequence of the broader funding crisis impacting the non-profit sector in South Africa. As donor priorities evolved and longstanding financial partnerships dissolved, Goedgedacht, like many other organisations, faced the difficult task of reducing costs and retrenching staff. These decisions forced the organisation to focus its limited resources on areas where they believed they could achieve the most impact. The decision to consolidate after-school programs around Riebeek Kasteel and Riebeek West was based on the need to serve the largest number of children and maintain strong ties with local schools and volunteers. This move aligned with the organisation's broader mission of supporting children and families during the critical first 8,000 days of life. While this choice was deemed necessary and strategically sound, it brought emotional weight to the individuals involved, especially those who had to leave behind familiar environments and relationships. The former managing director expressed feelings of guilt and compromise upon encountering former colleagues in everyday settings such as supermarkets or while walking through the streets of Riebeek Kasteel. These interactions were emotionally challenging, highlighting the personal toll of organisational decisions. Despite understanding the necessity of these choices, the individual acknowledged the difficulty in articulating the reasons behind them, often opting to avoid conversations altogether. Reflecting further on the experience, the former managing director considered the significance of the electricity meters installed at the former POP centre. This act symbolised a transition, marking the shift from active use to potential future revitalisation of the space. The visit to Koringberg prompted ongoing contemplation about the legacy of the organisation's work and the enduring impact of the programmes on the lives of the children who once benefited from them. The journey back from Koringberg sparked continued thoughts about the role of community development initiatives and the importance of sustained support for vulnerable populations. Over three decades of involvement in community development, the individual has witnessed numerous transformations within the sector, underscoring the persistent need for adaptive strategies and resilient funding models to ensure the continuity of essential services.