- 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 email@example.com. 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 firstname.lastname@example.org.
Blog first appeared on www.gadcs.co.za under articles.
- Corruption WatchOpportunity closing date:Sunday, May 26, 2013Opportunity type:Employment
CW seeks to appoint a Lawyer, based in Johannesburg.
The suitable candidate will be a young lawyer looking for a challenging working environment outside of traditional practice, who can combine legal practice skills with creative thinking and is able to work with other disciplines as well as independently. The person will have experience or interest in anti-corruption work, constitutional, administrative and media law.
The Lawyer will be under the supervision of the Head of the legal team.
- Attend meetings and participate in case discussions with members of other CW teams;
- Peruse, analyse and summarise documents;
- Engage in correspondence and drafting, including PAIA requests;
- Keep abreast of developments in the legal and policy environment;
- Conduct legal research; and
- Provide company secretarial and contract vetting services and other tasks as assigned by the Head of the Legal and Policy Team.
- LLB or equivalent;
- Admission as an attorney;
- One to two years post-qualification experience;
- Litigation experience will be an advantage;
- Research experience will be an advantage;
- Verbal and written communication skills;
- Analytic and problem solving skills;
- Computer literacy;
- Administrative and file management skills; and
- Ability to adapt in a fast changing environment.
Please quote the source of this advertisement in your application - NGO Pulse Portal.
Candidates from previously disadvantaged backgrounds are particularly encouraged to apply.
Only shortlisted candidates will be contacted and invited for an interview before the end of June 2013.
For more about Corruption Watch, refer to www.corruptionwatch.org.za.
For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.
Need to upgrade your NGO's technology capacity and infrastructure? Need software and hardware at significantly discounted prices? Refer to the SANGOTeCH online technology donation and discount portal at www.sangotech.org.
Tanzanian President, Jakaya Kikwete, has advised donors to direct non-governmental organisations (NGOs) to exercise more transparency and accountability for funds received from them.
In discussions with the Netherlands Prime Minister, Mark Rutte, Kikwete called upon donor countries to set the criteria for support to such NGOs, including transparency and democracy as is the case with governments.
He said it will be better if donors can direct NGOs to provide or make public their financial statements, revealing source of income and expenditure, adding that, “There has been a lot of complaints from the targeted recipients that most such NGOs do not operate in accordance with their objectives."
To read the article titled, “Kikwete Urges NGOs' transparency on donor funds,” click here.Source:All Africa
The South African Red Cross Society's governing board has suspended Gerry Elsdon, its secretary-general, with immediate effect.
In a press statement, the Board, points out that, in spite of being repeatedly informed that it will be an illegitimate and unconstitutional action, the current secretary general of the SARCS, Gerry Elsdon, convened an unsanctioned gathering of some Red Cross members.
It says Elsdon convened a meeting on 6 April 2013 that was not attended by the majority of SARCS members as well as the governing board.
To read the article titled, “Red Cross suspends Gerry Elsdon as secretary general,” click here.Source:Mail & Guardian
The South African National Roads Agency (SANRAL) wanted to give Gauteng motorists a timely warning that e-tolls will kick in soon when it made the widely criticised announcement.
SANRAL spokesperson, Vusi Mona, points out that, "We thought it's appropriate now just to remind Gauteng motorists that we will be switching on the system in two months' time, all things being equal."
In April last year, the High Court in Pretoria granted the Opposition to Urban Tolling Alliance (OUTA) an interdict approving a full judicial review before electronic tolling could be put into effect.
On 25 January 2013, the court granted OUTA leave to take the matter to the Supreme Court of Appeal (SCA) in Bloemfontein, and the hearing will take place in September 2013.
To read the article titled, “We wanted to warn motorists' - SANRAL,” click here.Source:The Citizen
Analysts say the Zimbabwean authorities should investigate claims by Friends of Zimbabwe (FoZ) that they pumped over US$2.6 billion into the country since the formation of the inclusive government.
They argue that, "That is a lot of money and we are surprised that things in some departments that are said to have benefited through the funding are still in a deplorable state. Where did that money go?"
The states that some of the areas FoZ claims, have not seen much improvement since the formation of the inclusive government.
To read the article titled, “Probe US$2.6 billion donation, say analysts,” click here.Source:All Africa
Ten years and R3 billion later, and Gauteng Online, the biggest school computer project in the country, has effectively been cancelled - with the Gauteng government owning no equipment to show for it.
This month, MEC for Finance, Mandla Nkomfe, announced that the project, which is under what he calls the ‘strategic review’, was cancelled and the project will be incorporated into a Gauteng Broadband Network, whose full scope will be announced in two weeks’ time.
Nkomfe denied the tender had been cancelled as a result of unfair competitive practice allegations, with tender specifications giving an advantage to the current supplier, SMMT Online (now known as CloudSeed).
To read the article titled, “R3bn 'wasted' on Gauteng Online,” click here.Source:News24
In the worlds of business and finance, when someone makes an investment, they do not simply give that money away; rather, they expect it to generate a financial return.
In doing so, the lexicon of development is beginning to sound more and more like that of business. Suddenly ‘performance’ and ‘value’ apply as much to the work of non-governmental organisations (NGOs) as they do to stocks. And as funders begin to expect clear ‘development dividends’ from their giving in the form of greater social impact, their development partners in the NGO sector must either adapt or risk being labelled a bad investment.
First and foremost, funders want to see impact. In the past, they may sometimes have turned a blind eye to the work of their development partners; it used to be good enough to support a ‘good cause’ and just trust that money donated was having a positive impact on beneficiaries. Today however, in part because of the reputational risks and pressures that funders face, they now want more - and better - information about the impact of the work that they are supporting.
As a result, NGOs must become better at monitoring their work, identifying the positive changes that result from it, and reporting those outcomes to their donors. This does not mean simply reporting sanitised ‘success stories’ - as funders become savvier about social investment, they want harder facts, more data, more rigorous reporting, and more introspection.
Funders also want a clearer sense of value for money. They want to see that their contributions are being spent effectively, and are being translated into clear, measurable social benefits. Just like any consumer, social investors want more quantity, better quality, and more benefits, but at a lower marginal cost.
So, they are increasingly paying attention to the performance of their development partners, including the quantity of outputs they produce (think, the number of training workshops presented) and the scale of their outcomes (such as an improvement in pass rates).
Some funders are introducing complex monitoring and evaluation conditions to help them better-understand how their resources are being used, and to help them assess the developmental value of their giving. This sometimes results in more strenuous grant conditions for beneficiary NGOs, with more burdensome reporting requirements, as well as new procedures and standards that must be adhered to about how and when programme information is collected and captured.
While such conditions are common among international donor agencies and standard practice for large global development NGOs, they may come as an unfamiliar - and unwelcome - burden for local organisations that have long relied on corporate funding.
While some NGOs will bristle at this growing emphasis on ‘performance’, social investors are entitled to earn a developmental return on their social investment - and to share in the credit for it. Like it or not, acceding to funders’ rules and reporting requirements is fast becoming part of the cost of doing business.
Many NGOs will see it as an opportunity, however.
Social investors want to associate themselves with success. As in finance, social investments that can show a clear, consistent, and considerable return will be seen as better-bets - and attract more funding - than those that cannot.
The organisations that will benefit the most will be those that embrace this mindset shift among their donors and treat them like shareholders. They will inculcate a culture of performance and cost-effectiveness. They will report capably to demonstrate the value of their work. And they will become thoughtful learning organisations which use data and forward planning to increase that value - and thereby their funders’ return on their social investment - into the future.
Managing this shift does not have to be burdensome or expensive, but it does require dialogue. Remember, both funders and NGOs share the same end goals: to create highly-effective development organisations and to maximise the development impact of every rand spent. Funders should be up-front and clear with their NGO partners about their expectations, and initiate the discussion about successful change-management - and the associated costs - if necessary. Likewise, NGOs should have the confidence to communicate proactively with their donors, showcase their work forthrightly, and speak honestly about how to improve its effectiveness and impact.
- Michael Rifer is acting manager of advisory services at Tshikululu Social Investment. This article was first published on the Tshikululu Social Investment website www.tsi.org.za.