A petition has started to impeach President Jacob Zuma over his involvement in the Nkandla scandal.
The petition created by the Committee for the Impeachment of the President was put up on Change.org.
The leaked report on Nkandla, illustrates that the President lied to the Parliament and benefitted from over 200 million rand of the publics money.
To read the article titled, “Petition to impeach Zuma over Nkandla,” click here.Source:News 24
The South African National Editors' Forum (SANEF) condemns an apparent assault of a multimedia journalist, allegedly by a member of President Jacob Zuma's VIP protection unit.
SANEF states that it expects civil servants particularly those escorting the President to respect the rights and duties of the media.
Eyewitness News journalist, Reinart Toerien has since opened a case of common assault against Zuma's VIP unit.
To read the article titled, “SANEF condemns attack on journalist,” click hereSource:News 24
Civil society organisations (CSOs) operating under the Grand Coalition are proposing a march to the Malawi State House to exert pressure on President Joyce Banda to resign and pave the way for an interim government if the State fails to conduct a fast-track trial on suspects involved in the looting of public resource - ‘the cash gate scam’.
The organisations want government to investigate and prosecute suspects involved in the con between July and September 2013 by end of this month.
Chairperson of the Council for Non-Governmental Organisations, Voice Mhone, says activists along with 13 CSOs plan to initiate a ‘Black Monday’ where Malawians dress in black every Monday to symbolise the death of the public purse after being looted by thieves.
To read the article titled, “National Malawi CSOs proposes occupy State House, Black Monday protests over cash-gate,” click here.Source:Nyasa Times
The Opposition to Urban Tolling Alliance (OUTA) says it will not appeal the Supreme Court of Appeal's dismissal of its challenge to e-tolls.
OUTA chairperson, Wayne Duvenage, states that the organisation will not appeal the judgment as it is constrained by lack of funding.
Duvenage notes that to appeal, OUTA will need R3.3 million and can no longer afford to appeal, adding that despite that, the organisation will never stop denouncing the e-tolls.
To read article titled “OUTA abandons e-toll court fight” click here.Source:IOL News
- Global IntegrityPlease note: this opportunity closing date has passed and may not be available any more.Opportunity closing date:Friday, February 8, 2013Opportunity type:Employment
The organisation has won an Ashoka "Changemakers" award and an “Every Human Has Rights” award from The Elders and Internews; its methodology for assessing the existence and effectiveness of anti-corruption mechanisms is described by the World Bank as "best practice."
Global Integrity is known in particular for its expertise in developing quantitative indicators to assess the existence, effectiveness, and citizen access to accountability mechanisms at the national, sub-national, and sector levels. Across all of its fieldwork at the national, sub-national, and sector levels in more than 100 countries, the organisation has designed, fielded, and published more than 80 000 quantitative indicators of accountability, transparency, and anti-corruption mechanisms.
Global Integrity is in the midst of a five-year collaboration with the Mo Ibrahim Foundation to generate original data on a range of governance issues across all 54 African countries; that data feeds into future iterations of the Ibrahim Index of African Governance, which helps to shape the debate on the continent around governance reform priorities. To support that fieldwork, Global Integrity seeks to appoint an experienced French speaking Project Manager who’s already based in Cape Town to help recruit, coordinate, and manage a team of researchers across the continent.
The project manager will work alongside a colleague in our Cape Town office and report to Global Integrity’s Washington, DC office.
- Recruiting and managing virtual field teams of researchers in 54 African countries;
- Capacity building and training activities with the research teams;
- Performing detailed, intensive quality control over the resultant data points (in the thousands);
- Providing detailed feedback to researchers and guiding them to improve their research product with actionable advice and specific guidance;
- Designing and leading outreach and dissemination activities, including public workshops;
- Representing the organisation at conferences and events as necessary.
Ideal Skill Set
Global Integrity attracts employees from the most distinctive professional and academic backgrounds. There is no cookie cutter ideal candidate for any position at Global Integrity. We are instead more interested in an individual’s drive, professionalism, and entrepreneurial energy. For this particular position, the following factors will strengthen an applicant’s candidacy:
- Three to ten years of relevant project management experience in journalism, in-depth editing, international affairs, and/or international politics. Ability to discuss issues of governance and/or anti-corruption is a strong asset though not required, depending on the candidate’s experience and particular set of skills;
- 100% bilingual French-English (French native speaker preferred);
- Attention to detail, ability to perform on tight deadlines, and proven ability to communicate clear and concise feedback to researchers are a must;
- Experience working and communicating with virtual teams is strongly preferred, particularly in an editing capacity;
- Professionals that can leverage their own networks of African professionals towards this job’s recruiting requirements will be strongly considered;
- Graduate degree in a relevant area of study, including, but not limited to, journalism, public policy, international relations, comparative politics, or development studies;
- Comfort in a perpetual start-up environment requiring extensive “self-starter” and “problem-solver” skills with minimal bureaucratic safety nets or backstopping;
- Strong writing and verbal communication skills: this means the ability to write a press release, policy summary, or op-ed with minimal guidance and the ability to speak comfortably to an expert audience or on camera. Experience with news reporting or blogging (on any topic) is strongly preferred.
Our office environment (now spread between Washington, New York, and Cape Town) requires openness, collaboration and flexibility. Our staff has an uncommon diversity of responsibilities: from high-level strategy to online messaging to logistics issues (we book our own travel and fix our own computers), everyone contributes. You will develop new skills in this job; expect to learn and adapt constantly. We are very much a learning organisation.
We have a “no jerks” policy; you will be supported by results-oriented yet frequently cheerful coworkers whose primary mode of social engagement is based on trust and respect.
International literacy and cross-cultural sensitivity are considered core competencies.
Compensation: For these positions, Global Integrity will provide a total cost to company package (no fringe benefits). The salary will be dependent on a candidate’s experience and demonstrated skills, and we anticipate a final compensation package ranging between R250 000 - R350 000 depending on the candidate.
Apply online, refer to http://www.tfaforms.com/270922.
Please quote the source of this advertisement in your application - NGO Pulse Portal.
After reviewing submitted applications, we anticipate calling back a small number of potential candidates for individual interviews via phone or in-person (if possible). A final shortlist of candidates will ideally be interviewed in person in Cape Town in early-February. We are happy to answer additional questions directly (see Contact Information below), but all interested applicants must use the online form to apply for the position.
# Frequently asked questions
Q: I am not a South African citizen but I’m interested in applying for this position. Will you sponsor a work visa for me?
A: We are looking for candidates who have the ability to begin working immediately in South Africa without the need for additional work permits.
Q: I’ve read about the Indaba platform you use; it sounds exciting, but do I need to be a techie?
A: No; in fact, we’re building Indaba so that we can eliminate the need for dedicated programming and database management skills on staff. If you can use a mouse on a computer, you can use Indaba.
Q: You use the word “data” often in describing your work. Do I need to have statistical and/or econometric skills to apply for this position?
A: No, though familiarity with and/or command of basic statistical and econometric skills is welcomed. We tend to view the data we generate as an entry point to what are often highly political, qualitative discussions and policy choices around governance reform. We have less faith in the ability of multivariate regressions or factor analyses to shed meaningful light on those discussions in practice.
Q: Do I need to be an anti-corruption “specialist” to apply for this position?
A: No, though familiarity with issues of governance, transparency, and corruption are preferred.
Enquiries: Managing Director, Hazel Feigenblatt, e-mail: hazel.feigenblatt AT globalintegrity.org, Ph. 1 202 449 5160.
For more about Global Integrity, refer to www.globalintegrity.org.
For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.
Want to reach the widest spectrum of NGO and development stakeholders in South Africa as part of your communication and outreach objectives? Learn more about how the NGO Pulse Premium Advertising Service can support your communication requirements. Visit http://goo.gl/MUCvL for more information.
I have attended many conferences, where various organisations provided attendees with well covered and attractive annual reports. These reports are also very often made available on their websites, making them accessible to a larger audience. This effort aimed at encouraging transparency and accountability is well-intended and applauded. It is essential that the nonprofit sector not only preach accountability, but also walk the talk, leading by example.
However, it is imperative that it is questioned to whom we are accountable-donors, funders and the general public. What about those whom these organisations are meant to serve? Is enough effort made to ensure that organisations account to them as well? After all, organisations do not exist merely for the sake of existing. Nonprofit organisations come into existence because of certain needs in a particular society. So it makes sense that those whose lived experiences and needs, lead to the birth of particular programmes and organisations are kept well informed on the work of organisations operating in their communities. Excluding them from the processes of transparency and accountability borders on the exploitation of their needs and suffering.
This may seem harsh, but considering that organisations are not funded to merely exist but to serve a particular group of people, it only seems fair that that group of people is aware not only of the operations of the organisations, but also how funds secured in their name are used.
It may seem an unfair burden to place on already overburdened and sometimes understaffed organisations. However, not doing so amounts to the same thing as a government accountable to the party in power, rather than the citizens of the state - something often called out by many organisations involved in advocacy work. Apart from the need to ‘walk the talk’, there is a need for the nonprofit sector to transform from being an industry that decides what is best for the poor and vulnerable to something that allows people to reclaim their dignity by exercising their agency. Accounting to those served would be a great start to achieving this. The sector provides valuable services to many in the country, as such, every effort should be made to ensure that it takes the steps required to literally ‘be the change it works to achieve’.
- Koketso Moeti can be contacted at firstname.lastname@example.org. Alternatively, refer to http://about.me/koketsomoeti.
Annual Reports are excellent marketing tools for your nonprofit organisation
Your nonprofit organisation’s annual report allows you to share the story of your organisation and its successes with your various target audiences. It is through your annual report that you build and maintain support for your organisation’s brand. This is achieved by encouraging, inspiring, thanking and motivating current donors, volunteers your organisation’s staff. They are also wonderful marketing tools for potential donors, volunteers and staff.
There is a lot of talk around what makes a good annual report. Today, there is a focus on the report being used to tell a story showing the impact the organisation has in the community. This fresh new approach shows the return on investment and justifies he organisations existence.
Annual Report versus Board Report
It is important at this point to make a clear distinction between the annual report and the board report.
The annual report is a more focused on highlighting the achievements and successes in the year. Let it tell your organisation’s story through real human experiences so that your audience has clear understanding of what it is that you are doing and achieving. Make your language clear and easy to understand, give an explanatory paragraph or two for your financial statements so that non financial people can understand it. Your annual report should also be visually appealing so remember to include relevant photos with captions.
The board report or director’s report is where you share the more in depth facts, figures and administrative details. It is more the nuts and bolts of what needs to be communicated. Here you will share information like you implemented a new back office system and what the results were of that implementation from a more “technical” standpoint.
Annual Report Content
The following information/sections should be included in your annual report – how you lay it out is entirely up to you.
Remember to include your organisation’s basic information. For example, registration information with relevant regulators and contact details:
Your organisation’s vision and mission;
Governance - including:
- An introductory message by the chairperson as the leading authority of the organisation. This introduction is key as it highlights the activities of the past 12 months at the strategic level and also a way forward;
- A list of governing body members with their photographs and/or their background information detailing their individual roles within the organisation i.e. title and brief description. This should include members that resigned and joined the organisation during the course of the year. Qualifications and experience of each board member is important including other board involvements;
- A Governance Structure including activities (aligned to roles and responsibilities of Board) achieved by those structures including the number of meetings attended by the members of each committee and or at board level. Where your organisation does not have committees then the board may just state how it executes its responsibilities;
- Any major changes in your memorandum of association or trust deed or constitution;
- Risk Management including internal controls in place to give assurance that they have been considered and dealt with.
This report is prepared by chief executive officer, executive director or managing director. The operations report may be separated according to functions of the organisation or by strategic objectives lined out on the business or operational plan e.g.
- Organisational chart;
- Depending on the reliability of your data, you may even include a table which details staff compliments/components in terms of Employment Equity Act;
- Indication of permanent staff and volunteers. High impact changes, these should include; the number of new appointments versus dismissed or resigned;
- Awards of long service for volunteers including board and staff.
- Marketing programme summary including aims and objectives for that year and what was achieved;
- Targets for the upcoming year.
This outlines activities, projects or accomplishments carried out by organisation as per 12 months’ business or operational plan. It underscores mission related achievements.
The section covers the stated objectives of the service with a focus on the community needs. It is based on researched facts or management estimates. The achievements should focus on what the planned activities were versus what actually took place. It should also discuss the variances and the reasons for these variances as well as general challenges faced by the organisation. Rather than saying that funding is the biggest challenge - discuss what the funding will be spent on. This will encourage current donors to continue to donate and potential donors to see what is needed and heed the call to action.
Where there ad hoc services or duties were performed in the community, these should be included as new developments and be explained why they are relevant to the organisation’s mission and vision.
- The Need - Solutions to what is foreseen as challenges to achieve such (risk management);
- Estimated impact – pilot;
- What was the problem?
- What was the solution?
- Impact assessment.
Conclusion should include what the organisation intends to do the following. This should take account of future projections; manpower that may be required to accomplish these. The report should be prepared by the chief executive officer or executive director.
The introduction of this report may include the impact of economic (macro and micro level), socio economic indicators’ impact on the organization including the financials legal framework changes, etc. Keep this section short in the annual report. You can go into greater depth in your board report.
Information to include here:
- The budget and/or the actual and major variances clarified in each category of income and expenditure. This should find its basis on what is considered as being material to the board;
- Basic financial analysis of major changes;
- What was not achieved and lessons learned a fresh and approach for the future;
- Major future expenditures - this may be linked to future commitments on the financial statements;
- Audited Financial Statements (AFS).
Also keep this section to a minimum. You can include a link to the really in depth report, but for the annual report make sure that it’s easy to understand by including an introductory paragraph highlighting and summarising the important facts.
- Independent auditor’s report;
- Annual financial statements with notes.
This section should avoid categorising the donors by the amount they have given but rather list them in alphabetic order by government departments, companies, foreign funding and individuals.
Depending on the space; using company logos of company donors would be preferable. In the instances where individuals or companies do not want to be mentioned they can be grouped under anonymous donors.
If you have any questions about effectively creating your organisation’s annual report or how to ensure that your board is operating under good governance guidelines for nonprofit organisation, e-mail to email@example.com.
Blog first appeared on www.gadcs.co.za under articles.
Critics say the Transparency International’s Corruption Perceptions Index (CPI) conveys an 'elite bias' and does not show evidence of actual corruption.
For nearly 20 years, Transparency International has scored and ranked countries according to how corrupt their public sectors are perceived to be.
Drawing on 13 data sources, and based on the perceptions of businesspeople and country experts, the 2013 CPI gives 177 countries a score from zero to 100, where zero is a perception that the country's public sector is "highly corrupt" and 100 is ‘very clean’.
To read the article titled, “Is Transparency International's measure of corruption still valid?,” click here.Source:The Guardian
- The Corruption Watch Board has noted the ongoing tensions between the Public Protector and cabinet ministers regarding her report on the upgrade of President Jacob Zuma’s Nkandla residence.
The Public Protector’s powers and functions are regulated by our Constitution. The office is subject only to the Constitution and the law. It must remain impartial and exercise its powers and perform its functions without fear, favour or prejudice. All organs of state (which include all government departments, whether national, provincial or local, and all people who are exercising public power in terms of the Constitution or any law including government ministers) are required by the Constitution to assist and protect the Public Protector in order to ensure her independence, impartiality, dignity and effectiveness.
The Board of Corruption Watch notes that the Minister of Public Works, Thulas Nxesi has publicly acknowledged that the upgrade of President Zuma’s Nkandla residence was characterised by irregularities. In the light of this admission, the Board notes with concern the reliance on ‘state security’ as a basis for the Cabinet ministers’ challenge to the release of the report by the Public Protector to interested and affected parties. The Board is deeply concerned that this approach avoids the key issues of possible wasteful expenditure and the flouting of procurement rules - neither of which fall within the ambit of national security.
Given that security considerations in the Nkandla upgrade are not concerned with the amount of money spent or the disregard of public procurement rules, the Corruption Watch Board views the ministers’ actions, including the assertion that they are the final decision-makers on all security-related matters, as having the effect of shielding any unlawful activity that may have been uncovered by the Public Protector from public view.
If the result of the ongoing tensions is that the Public Protector is impeded or hampered in her probe into Nkandla, this will severely undermine her ability to perform her functions without fear or favour and in turn has the potential to harm our democracy and undermine our Constitution.
The Corruption Watch Board calls for transparency and accountability to ensure that anyone who has acted unlawfully is held to account. In this regard, the Board calls for respect of the office of the Public Protector in carrying out its Constitutionally-mandated duties.
- Corruption Watch Board. For more information contact, Archbishop Ndungane, Chairperson of the Board, Tel: 082 894 1523.
The Seriti Commission of Inquiry into the arms deal has been postponed to 21 October 2013, following the Right2Know (R2K) campaign’s call for a fully transparent process at the commission to expose alleged corruption and abuses of power linked to the arms deal.
R2K states that it was concerned by reports of attempts by the Seriti Commission to limit the public's right to know.
The campaign mentioned an apparent secrecy surrounding the list of Armscor witnesses and the limited access to witness statements, and believes that the limited cross-examination of witnesses risked the commission being depicted as a one-sided process.
To read the article titled, “Seriti commission postponed,” click here.Source:SABC News