The SA Federation for Mental Health (SAFMH) was recently invited to participate in a panel discussion hosted by The Counselling Hub.
SAFMH Advocacy Lead, Shayni Geffen, was in attendance to address the question:
“What has been the single largest obstacle to effective NPO–NPO or NPO-government collaboration, and how might a formal oversight mechanism address it?”
Below is a summary of our contribution. The full session recording, including SAFMH’s response, can be viewed here.
THE NEED FOR COLLABORATION
SAFMH highlighted that the main observed barriers to effective collaboration are a lack of clarity, accountability, and trust—even though these principles are clearly articulated in the policy.
The Mental Health Policy Framework and Strategic Plan (MHPF) recognises that collaboration is crucial, especially as a strategy for service delivery. Appendix 2 of the MHPF (pg. 37) provides detailed guidance on how different sectors should collaborate to achieve the policy’s vision of improved mental health outcomes for all in South Africa.
WHERE COLLABORATION BREAKS DOWN
For collaboration to work, all stakeholders must first be aware of their roles in the policy.
SAFMH has engaged with several government departments listed as key collaborators in the MHPF. In at least two instances, officials were unaware of the policy’s existence, and of the responsibilities assigned to them.
This knowledge gap makes effective collaboration extremely difficult.
This gap might be because we engaged with the “wrong” individuals within these departments, but it also points to a larger problem: there is no clear internal designation of responsibility within departments like the South African Police Service, the National Prosecuting Authority, Correctional Services, or Education for mental health collaboration. This leaves NGOs without reliable points of contact or collaboration, making coordination inconsistent and frustrating.
This issue is further compounded by a lack of trust. Many NGOs have been disillusioned by past experiences. Many policies have come and gone, calling for collaboration, yet we see little meaningful action.
An example of this is the Life Esidimeni tragedy —in which 144 service users died after being transferred to ill-equipped NGOs—which occurred during the previous mental health policy, which, like the current MHPF, emphasised a rights-based approach.
This tragedy made a mockery of our policies as tools that are meant to be guiding practice.
To this day, we have yet to see real justice or accountability for those deaths. And so, even when NGOs are aware of their roles, the disillusionment and mistrust can hinder genuine engagement and collaboration.
THREE IMMEDIATE, LOW-COST ACTIONS TO IMPROVE COLLABORATION
To address these challenges, SAFMH proposed three practical and cost-effective actions that can be implemented in the short term:
- Designate and share focal points in each department
Each department named in the MHPF should formally appoint an individual responsible for mental health collaboration and make their contact details public. This would enable consistent, direct communication and improve coordination between government and civil society. - Mandatory awareness and orientation sessions on the MHPF
All relevant government departments—and licensed NGOs—should participate in structured orientation sessions to ensure they are fully informed of the MHPF and their respective roles in its implementation. - Restore trust through adequate financing and meaningful engagement
Provincial governments must support NGOs by providing reliable funding, ensuring transparent communication, and enabling genuine co-creation. This includes involving NGOs in setting provincial priorities and implementation plans.
IS AN ACCOUNTABILITY MECHANISM THE ANSWER?
SAFMH recognises the appeal of a formal oversight mechanism to strengthen the MHPF’s implementation. For it to be effective, such a mechanism must:
- Monitor policy implementation rigorously, with clear benchmarks and regular, public reporting.
- Hold both national and provincial governments accountable, with the ability to trigger consequences for non-compliance.
- Facilitate coordination and communication, acting as a bridge between government and NPOs and creating structured spaces for engagement.
That said, an oversight mechanism might become just another layer of bureaucracy. Too often, forums and committees are created without leading to real action.
WHAT IS MOST URGENTLY NEEDED IS ACTION
Stakeholders must read the MHPF, understand their roles, and begin the work. Additionally, SAFMH suggests the following practical measures to support implementation:
- Each government department should formally appoint a mental health focal point to improve coordination and accountability.
- Mandatory training and awareness sessions on the MHPF should be held for all relevant government and NGO stakeholders.
- Provinces should publish clear implementation plans that include timelines and reporting requirements to ensure transparency and progress tracking.
- Dedicated funding streams for NGOs to achieve their responsibilities as per the MHPF
- Structured feedback and learning mechanisms, to capture on-the-ground insights and enable real-time adaptation
CONCLUSION
For collaboration to be meaningful, all stakeholders must be clearly identified, adequately resourced, and held accountable for their roles. SAFMH stands ready to continue partnering with government and civil society to bring the MHPF to life for better mental health outcomes in our country.
