• African Leadership Academy: Human Resources Associate

    African Leadership Academy (ALA)
    Please note: this opportunity closing date has passed and may not be available any more.
    Opportunity closing date: 
    Friday, June 13, 2014
    Opportunity type: 
    African Leadership Academy (ALA) seeks to transform Africa by developing thousands of leaders for the continent over the next few decades. The Academy is founded on the philosophy that a new generation of ethical, committed leaders is the key to Africa’s development. ALA seeks to become training ground for these future leaders and draws the most outstanding students from all 54 countries in Africa to its campus in South Africa. Here, they build a powerful intellectual foundation and develop their leadership capacity through ALA’s unique curriculum in Entrepreneurial Leadership. Our unique curriculum seeks to empower every young leader with the skills necessary to lead on the African continent in the 21st century.

    ALA seeks to appoint a Human Resources (HR) Associate, based at the ALA Campus, Johannesburg.

    African Leadership Academy is searching for an HR Associate to drive professional development, human capital strategies, and talent acquisition for ALA. S/he will ensure that ALA continually identifies and builds a team of world-class professionals that enables the organisation to achieve its audacious goals.

    • Delivery on one or more key HR functions such as recruitment, onboarding or training and development;
    • Supporting the delivery of all other aspects of HR;
    • Evaluating reports and analysing data to inform the department and the wider Academy’s decision making;
    • Planning and co-ordinating community wide events, such as team off-sites and quarterly management meetings;
    • Resolving employee issues as and when they arise.
    • Be smart people-person who is passionate about education and human capital development;
    • Have a minimum of three to five years of professional experience in an high paced Human Resources team;
    • Specialisation in an HR discipline particularly one of: recruitment, on boarding (including immigration), training and development, organisational design and payroll is highly desirable;
    • Dynamic, self-starter and are comfortable working in a fast changing entrepreneurial environment;
    • Pay attention to detail, are well-organized, plan ahead and are able to juggle multiple tasks;
    • Discreet and can manage high volumes of confidential information;
    • Demonstrate creative-problem solving and conflict resolution skills;
    • Strong written and verbal communication skills, are fluent in English, with knowledge of additional languages widely spoken on the African continent a plus;
    • Passionate about Africa and thrilled by the prospect of supporting organization wide efforts to identify African youth who have the potential to become transformative ethical leaders for the continent;
    • Embody the very type of leader the Academy aspires to create—you are an agent of positive change, and live up to our values of integrity, humility, compassion, excellence, curiosity, and diversity.
    Compensation: A competitive compensation package, commensurate with experience, will be provided.

    To apply, submit a CV and motivation letter to employment@africanleadershipacademy.org with “Human Resources Associate” as the subject line.

    Please quote the source of this advertisement in your application - NGO Pulse Portal.

    For more about the African Leadership Academy, refer to www.africanleadershipacademy.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.
  • UN Pays Tribute to President Mandela

    The United Nations (UN) secretary-general, Ban Ki-Moon, has described former president, Nelson Mandela as ‘a giant for justice’ whose ‘selfless struggle for human dignity, equality and freedom’ inspired many people around the world.

    Ban told reporters soon after Mandela’s death was announced by President Jacob Zuma that, "No one did more in our time to advance the values and aspirations of the United Nations."

    He says he was deeply touched when he met Mandela in February 2009, adding that, “When I thanked him for his life's work, he insisted the credit belonged to others."

    To read the article titled, “UN chief calls Mandela 'a giant for justice',” click here.

  • Gigaba Criticises Opposition Parties, NGOs

    African National Congress (ANC) national executive committee member and Minister of Public Enterprises, Malusi Gigaba, has criticised opposition parties and non-governmental organisations for telling foreign countries that South Africa has failed since democracy.

    Gigaba told the South African Democratic Teachers' Union (SADTU) that, "All around us, the opportunists, the pessimists, the opposition and the counter-revolutionists are telling us what we have achieved in the last 19 years has been nothing and this revolution faces its inevitable doom."

    He further states that some opposition leaders have went to countries like the United States and spoke ill of development in South Africa in aims of getting money from them.

    To read article titled, “Gigaba criticises doomsayers,” click here.

    SABC News
  • Women Leadership Key to Reconciliation

    Phumzile Mlambo-Ngcuka, executive director of United Nations Women says the leadership of women is central to reconciliation and conflict resolution.
    Mlambo-Ngcuka, addressed the United Nations Security Council moments after the body unanimously adopted a resolution reaffirming the central role of women in the peaceful resolution of conflicts and peace building.
    She pointed out that gains in women’s participation are neither consistent nor as sustained as they should be, furthermore, women’s leadership and collective action has changed the world by combating violence against women and building equality.

    To read the article titled, “Women leadership key to reconciliation: UN,” click here.

    SABC News
  • Green Ultra Right Bombers

    So if you are wondering why the long silence since the post last week, well…I am in Durban after all, where things tend to move a little slower than Joburg and about as fast as Cape Town. And it has been busy: the ‘People’s Space’ at University of KwaZulu-Natal (UKZN), mostly at the initiative of Patrick Bond, has taken off and is always buzzing with energy, people and a whole herd of news crews from local and international media. There are activists, socialists, NGO people, more activists and a whole bunch of artists as well, mostly thanks to the Climate Train initiative and the great crew that was on board that long trip around South Africa to Durban.

    The ‘occupy space’ has also been buzzing and you should take a look at the video post from the Ambush Collective who descended upon it and built a wonderful garden for the future. Which brings us neatly to another aspect of the ‘occupy space’ in Durban. It is not your classic people-driven occupy, but rather a city approved space for people to occupy during COP17, which was negotiated with the city by the civil society representatives on the C17. It is in that sense a new kind of occupy, a government approved and temporary allowance for people to express and engage.  While there are so many ideological issues with such a concept, I am trying to be brave and creative enough to let go off those issues and ideas of occupy as we know it from OWS and focus on what has been happening there and maybe, some thinking about what may come of it post COP17. So far, nothing has come of the ‘occupy space’ since the march on Saturday, 3 December 2011 and in the words of my colleague, John Treat, it is now de-funked, which may go some way towards debunking the myth that international NGOs (INGOs) are capable of hijacking the occupy idea. That is something we should all be very grateful for.

    And that is pretty much where I feel we can leave this blog as it seems that my assertion that NGOs and other movements in civil society will try to co-opt and cannibalise the ideals and methods of occupy for their current agendas was in fact prescient – but, I feel that maybe I am being too harsh on the people and processes in SA. And there is good reason to be kinder to our levels of (dis)organisation and the nuances of our political history which make engagements with the SA government a challenge fraught with tensions and high-drama instead of a simple critical intellectual engagement and consensus building on moving forward.

    The how and why we are here mired in this stalemate is the subject of not just another blog but of several issuances from academics to cartoonists, locally and across the know universe. Yet, we as people of this nation and across all sectors seem unwilling to be brave enough to change or are too content with this divided society we are building. Or maybe it is simply that we do not care enough about how we work or fail to. Almost all conversations with locals and visitors alike tend to lead back to the question of leadership and lack thereof among civil society organisations as the key weakness in our ability to engage critically and effectively with government. And I tend to agree, though I still hold that the concept of an apex representative structure for civil society that is recognised by government is not just outmoded but also potentially harmful to the growth of ideas that manifest as ideals and changes to the stark poverty and inequality in SA. But going back to agreeing with the notion that there is a lack of leadership in the sector and what some sober and principled leadership can achieve: for a start it may help with my desire to see a better engagement process than the current hobbled together rigmarole of government doing things, civil society organisations responding negatively to it and inevitably a court process to find a better solution. I find it baffling that, in a country with a globally lauded Constitution and a rich pool of intellectual talent, we are seemingly constantly finding ourselves at loggerheads with each other over things that, at first glance at least, seem pretty obvious or common sense. A good example is the demands around climate secrets by Right2Know and while the demands themselves make for interesting reading, the fact that we must demand these things, seems to me that the ideals of the Freedom Charter are somehow being lost in this transition to a form of capitalist sanctioned democracy we are building… but maybe that is a blog for another day.
    The march on 3 December was a great show of both strength and courage from a range of people and organisations not willing to be boxed into corners by a government that is increasingly moving further right in the way it treats its people. The use of what Rehad Desai calls the “Green Bombers” to intimidate other allegedly anti-government civil society groups was an appalling act of machismo and it is worth reading Rehad’s post about the incident on Facebook.

    I am reminded of the outburst from former President Thabo Mbeki about the ‘ultra-leftists’ and how perceptions of political allegiance and positioning are really just perspectives. Maybe Mbeki did not realise how far right he had moved and thus some people did seem to him to be ultra left. Which is pretty much where we seem to be going with the COP17 process. The current deal period is about to expire in 2012 and with no deal here in Durban, it just means that we will have to deal with what is left, instead of doing what is right.

    - Rajesh Latchman is the Coordinator of the National Welfare Forum, Volunteer Convenor of GCAP South Africa, guerrilla gardener, cyclist and an unreformed recycler. He writes in his personal capacity.

  • Nonprofit Sustainability is the Responsibility of Leadership

    Money in the bank does not necessarily mean that your organisation will be sustainable.

    A strong sense of being mission-driven, measuring impact and sharing results is what leaders of charities and nonprofit organisations (NPOs) should strive to embed into the consciousness of everyone involved in the organisation, this is how an organisation can shift the status quo from fretting over money to creating future plans. 

    Using the seven dimensions1 for nonprofit sustainability as a guideline, leaders can embrace these characteristics for determining board competencies and delegation of duties for oversight, good governance and quality performance that will ensure continuity. 

    The seven dimensions encompass the following; legal good standing and compliance; organisational capacity and expertise to do the work; financial viability of the organisation; advocacy for the work undertaken that will make a difference; quality and professionalism of service provision; stable infrastructure and building of a brand that portrays a positive public image.

    Nearly 122 000 entities are registered with the Department of Social Development’s Nonprofit Organisations (NPO) Directorate.  More than 80 000 NPOs are non-compliant2 with only 19 percent of NPOs financial statements and narrative reports being verified annually by the Directorate.

    Does this indicate that a majority of elected or appointed board members of NPOs are blissfully unaware of their fiduciary duties and other responsibilities?

    Few board members work closely with fundraisers yet financial sustainability is unquestionably the responsibility of the board. Human resource policies need to be interrogated by the board to ensure recruitment of employees remains equitable, fair and open. So-called operational matters such as these are often left to the executive and put on auto-pilot.

    It is often stated by board members that projects are driven by experts ‘we leave that work to the professionals and do not interfere’, abdicating responsibilities, assuming everything is hunky-dory will not lead to sustainability.

    “For nonprofits, financial sustainability and programmatic sustainability cannot be separated. It’s not enough to have a high-impact programme if there’s no effective strategy for sustaining the organisation financially. And neither is it enough to be financially stable: we build our organisations for impact, not for financial stability.”
    Quote from the book ‘NonProfit Sustainability: Making Strategic Decisions for Financial Viability’, Authors: Jeanne Bell, Jan Masaoka and Steve Zimmerman.

    What are the Seven Dimensions for NPO Sustainability?
    • Legal good standing and compliance; this includes not only signing off audited financial statements but making sure that all fiduciary reporting deadlines are met, that all taxes are paid to the South African Revenue Services, that issuance of Section18a receipts to donors are done correctly, that amendments and changes to constitutions, trust deeds and memorandums of incorporations are done in accordance with statutory bodies.    
    • Organisational capacity and expertise to do the work; that a clearly defined vision, mission and set goals and targets have been defined in a medium to short-term strategy. That the programmes and projects being undertaken by employees are professional and that adequate resources are in place. Dedicated staff and committed volunteers including board members have written ‘contracts’ with duties (job descriptions). Technological know-how and access to broadband is a must. 
    • Financial viability of the organisation and its programmes; a revenue plan with financial projections for at least 2-3 years should be in place and approved by the board. Such a plan will include diverse income sources and avoid reliance on a single or few streams - the plan needs to be balanced using a variety of fundraising techniques appropriate to programmes and the mission. Philanthropic gifts should be sought from individuals, trusts, foundations as well as tapping into corporate social investment as well as efforts to work with government departments.  
    • Advocacy for the work undertaken to change the world; Respond quickly to a call for action. Interact with national and local government on policy making, join issue-based coalitions and energetically participate in advocacy campaigns. Lobby for reform to social justice, influence legislation that might affect the sector such as Broad-Based Black Economic Empowerment (B-BBEE) score cards, participate in public benefit taxation laws that enable or disable the NPO sector, encourage ethical behaviour, promote values and sign codes of good conduct.  
    • Quality and professionalism of service provision; focus on the greatest needs in your community and do not proffer projects that are not necessarily going to change the status quo - you need to measure the impact being achieved and effectiveness services to beneficiaries, which will not be cut-back if there is a funding crunch. Ideally other NPOs and government departments recognise your work and beneficiaries are even prepared to pay fees for your services. You confidently demonstrate a social return on investment. 
    • Stable infrastructure and ownership of assets; ensure that there is adequate space and facilities with long-term investments such as endowment funds or a steady flow of membership fees to keep the organisation glued together. Form alliances; build strong relationships with local business and government, encourage co-optiveness and share lessons learned with other organisations and work with many to make a difference in communities or in the country. Make sure that your team members receive opportunities for upgrading their skills by attending training courses and can tap into new technology. 
    • Building the brand and public image; issue positive and regular media messages about your work, self-promote at forums, do public speaking stints and monitor public perceptions - if things do not look positive then jump into action. It is always a good idea to have a communication strategy in place for both internal and external communication. Create solid relationships with the public, local newspapers, radio stations, social networks, schools, hospitals and the police and have a dynamic website that publishes news and uplifting results.
    Leadership and board members have to pull all of this together to really make a difference, change the world, eradicate poverty and demonstrate a social shift from good to great while remaining true to their Mission.

    Graphic: Seven Dimensions for NPO Sustainability

    - Ann Bown is a fundraising and sustainability consultant to nonprofit organisations. This article first appeared in the Downes Murray International (DMI) June 2014 ‘Fundraising Forum’ newsletter.
    [1] Adapted model based on the USAID CSO Sustainability Index for sub-Saharan Africa (2011) 
    [2] source: DSD/NPO Directorate presentation at the NPO Collaboration and Dialogue Forum - 30 May 2014
    Ann Bown
  • BRIDGE: Project Manager

    BRIDGE: Innovation in learning Organisation
    Please note: this opportunity closing date has passed and may not be available any more.
    Opportunity closing date: 
    Tuesday, June 24, 2014
    Opportunity type: 
    BRIDGE is an education-focused nonprofit organisation in South Africa. BRIDGE links innovators in education, including representatives from civil society, government, funders, practitioners, teachers, learners, principals, parents, research organisations and unions. It connects them together in communities of practice that promote the sharing of good and effective educational practices so that there can be an increase in trust, a reduction in duplication, a maximising of resources, and an impact on policy so that the education system as a whole can benefit. BRIDGE focuses on the areas of school leadership, teacher development and accountability, the socio-economic conditions of learners, as well as learning and teacher resources.

    BRIDGE seeks to appoint a Project Manager, based in Johannesburg.

    • Ensure the delivery of quality programmes/activities for Communities of Effective Practice (CoP) in line with Bridge’s strategic objectives;
    • Implementation and development of Bridge Programmes/CoPs;
    • Management of  Bridge Programmes/CoPs;
    • Advocacy and policy influence within project domains;
    • Capacity building within the CoP’s;
    • Organisational learning and knowledge management.
    • Minimum of a bachelor’s degree;
    • Experience in a management position within a development related organisation;
    • Experience of working with civil society organisations;
    • Experience in managing community/NGO-based programmes;
    • Project management skills; the ability to analyse, understand and discuss new programme design as well as manage and implement approaches;
    • Knowledge and understanding of the South African education system;
    • Excellent verbal and written communication skills;
    • Proactive and independent;
    • Interpersonal skills;
    • Computer literacy (use of various programmes, including social media);
    • Analytical and problem solving skills.
    To apply, submit a CV and cover letter to samantha@bridge.org.za, indicating the following in the Subject Line: 'Job application for project manager'

    Please quote the source of this advertisement in your application - NGO Pulse Portal.

    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.
  • African Leadership Academy: Maintenance Manager

    African Leadership Academy
    Please note: this opportunity closing date has passed and may not be available any more.
    Opportunity closing date: 
    Monday, December 2, 2013
    Opportunity type: 
    African Leadership Academy (ALA) seeks to catalyse large-scale change in Africa by developing thousands of transformative leaders for the continent over the next few decades. ALA’s model for change involves three steps: ALA identifies the most outstanding young leaders across Africa; develops these young leaders through an innovative, life-long programme that focuses on hands-on practice; and fosters powerful, life-long networks for these leaders that position them to achieve large-scale impact in Africa.

    ALA seeks to catalyse large-scale change in Africa by developing thousands of transformative leaders for the continent over the next few decades. Our model for change involves three steps: (1) We identify the most outstanding young people across Africa with leadership potential; (2) We develop these young leaders through an innovative, life-long program that focuses on hands-on practice; and (3) We foster powerful, life-long networks for these leaders that position them to achieve large-scale impact in Africa. ALA aims to develop the next Nelson Mandela, the next James Mwangi, the next Ellen Johnson-Sirleaf, and the African Sam Walton, Jonas Salk, and Steve Jobs.

    ALA seeks to appoint a Maintenance Manager, based at the ALA Campus, Johannesburg.

    The Maintenance Manager will be responsible for the ongoing repairs and maintenance of ALA’s buildings, facilities and grounds. The person will report to Director of Operations.

    The position is responsible for managing the maintenance team, overseeing campus construction projects and liaising with external contractors. In particular, the role includes:
    • Maintaining school buildings and grounds and performing all necessary janitorial services to a high standard and compliance with relevant legislation and industry codes;
    • Responding to basic works requests such as: door repairs; plumbing; carpentry and joinery assistance;
    • Supervising the Academy’s team of maintenance and grounds staff;
    • Advising management on external contractors and overseeing the work of these contractors on campus; and
    • Managing spending on supplies, tools and equipment to ensure it is appropriate and within budget.
    • Matric is essential, an NQF Level three technical qualification is advantageous;
    • Minimum of two years experience in facilities and operations particularly in basic ‘all-round’ civil maintenance and construction trades such as brickwork, plastering, basic electrical, plumbing, painting, lock smith and carpentry;
    • Excellent written and verbal English language communication skills;
    • Ability to use computers and basic proficiency in Microsoft Word;
    • Ability to take initiative and work with limited supervision;
    • Practical knowledge of safety and health regulations, permits, building codes, procedures; and
    • Motor vehicle driver’s licence a must.
    Salary: Commensurate with experience.
    Starting date: January 2014.
    To apply, submit a CV and motivation letter to employment@africanleadershipacademy.org. The submission should include contact information of at least three professional references.

    Please quote the source of this advertisement in your application - NGO Pulse Portal.

    Candidates will be interviewed on a rolling basis. The submission should include contact information for at least three professional references. Interviews and background checks will occur upon receipt and screening of application.

    For more about the African Leadership Academy, refer to www.africanleadershipacademy.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.
  • No Ibrahim Prize for 2013

    The Mo Ibrahim Foundation's independent Prize Committee has decided not to award this year's 2013 Ibrahim Prize for Achievement in African Leadership.

    To win the prize, laureates must be democratically elected former African head of state or government who has left office in the previous three years, have served their constitutionally mandated term, among others.

    The Ibrahim Prize for Achievement in African Leadership is the largest prize in the world, worth an annual US$5 million over 10 years and US$200 000 annually for life thereafter.

    To read the article titled, “No winner of the 2013 Ibrahim Prize for Achievement in African Leadership,” click here.

    All Africa
  • Cronje Appointed New SAIRR CEO

    The South African Institute of Race Relations (SAIRR) has appointed Frans Cronje as its new chief executive officer.

    Cronje, who will be taking over from John Kane-Berman who retires at the end of February next year, joined SAIRR’s research department in 2004 and since taken over responsibility for the organisation’s marketing drive while also launching its Risk Analysis.

    Meanwhile, SAIRR president and the University of the Free State vice-chancellor, Professor Jonathan Jansen, describes Cronje’s appointment as ‘wonderful news for independent research and courageous thinking in South Africa today’.

    To read the article titled, “SAIRR gets new CEO,” click here.

    SABC News
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