Khulisa Social Solutions is a South African non-profit that has worked for 29 years in communities affected by crime, poverty and inequality. This annual report covers the period April 2025 to March 2026 and explains how the organisation is shifting from direct implementation to enabling local systems to function better together.
This is the 2025/26 annual report of Khulisa Social Solutions, a South African non-profit organisation founded in 1997. It is intended for funders, government partners, community organisations and anyone interested in how social impact is measured and sustained. The report opens with the organisation's mission and vision, then lists its programmes across restorative justice, youth development, gender-based violence, social cohesion and economic empowerment.
The chairperson's report describes the Board's decision to adopt a Monitoring, Evaluation and Learning Policy that sets one evidence standard across all programmes. It also notes progress on broadening the income base and building reserves, and thanks staff and partners. The managing director's report reflects on a difficult financial year and explains Khulisa's evolution from a programme implementer to a social systems enabler, using examples from Rustenburg, the Northern Cape and Limpopo.
A section on adverse childhood experiences (ACEs) presents findings from more than 50,000 children and young people across South Africa. It lists the types of abuse, neglect and instability children are exposed to, and the behavioural outcomes that follow. The report argues that the system, not the child, is the problem and that behaviour is often the visible expression of unresolved trauma.
The gender-based violence (GBV) section describes GBV as a systemic outcome sustained by silence, harmful norms, economic pressure, trust breakdown and intergenerational learning. It notes that local responses already exist but lack integration. Youth vulnerability to GBV is linked to poverty, trauma, weak family systems and fragmented services. The report concludes that the issue is not a lack of solutions but a lack of integration.
The final section of the provided text discusses what the organisation is fighting for: fragmentation that stops good work from adding up to lasting change. It identifies blockages such as broken referral pathways, duplicated services, coordination dependent on one person, and training without employment opportunities. The report proposes that connection itself becomes part of the intervention.