sustainability

sustainability

  • Centre for the Study of Violence and Reconciliation: Senior Psychosocial Professional

    Centre for the Study of Violence and Reconciliation
    Opportunity closing date: 
    Wednesday, April 16, 2014
    Opportunity type: 
    Employment
    Centre for the Study of Violence and Reconciliation (CSVR) is an innovator in preventing violence and building peaceful societies. The Centre adopts a multi-disciplinary approach to understand and prevent violence, heal its effects and build sustainable peace locally, continentally and globally.

    CSVR seeks to appoint a Senior Psychosocial Professional, based in Johannesburg.

    The successful candidate will provide an oversight of clinical system, ensure quality assurance of clinical work and provide psychosocial/therapeutic interventions to individuals, families and groups who are affected by violence and torture.

    This is a 12 month contract.

    Responsibilities
    • Provide clinical interventions to survivors of violence and torture;
    • Ensure adherence to clinical systems and procedures;
    • Engage with M&E and model refinement processes;
    • Ensure the continual improvement of the clinical systems and process;
    • Oversee case management within the clinic;
    • Capacity building activities for students and other relevant service providers;
    • Participate in developing a referral network for service providers;
    • Coach, mentorship and quality assurance of the clinical staff;
    • Liaise with external supervisors and ensure the clinical team’s adherence to individual and group supervision;
    • Facilitate linkages between clinical and community work .
    Requirements:
    • Qualified psychologist or social worker, registered with the relevant professional body;
    • Master’s Degree in Social Work or Psychology;
    • Experience in clinical work with previous exposure to the field of traumatic stress;
    • Minimum for five years’ experience with non-governmental organisations;
    • Experience in overseeing of clinical systems, protocols and procedures;
    • Experience and exposure to M&E protocols;
    • Prior experience in providing therapy and counselling to survivors of violence and torture;
    • Good Verbal and written communications skills;
    • Experience in providing support and mentorship to other mental health/psychosocial professional;
    • Facilitation skills;
    • Analysing and problem solving skills;
    • Service orientated;
    • Counselling skills;
    • Leadership skills                  
    • Conflict Management Skills
    • Basic Human Resource Management                          
    • Planning and Organising skills
    To apply, submit a CV and motivational letter with contactable references to mharry@csvr.org.za.

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

    For more about the Centre for the Study of Violence and Reconciliation, refer to www.csvr.org.za

    For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.

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  • 2014 - Financially Astute?

    The CMDS - a registered practice with the South African Institute of Chartered Accountants which acts as accounting officers for organisations that choose not to have an independent audit - believes that 2014 is a year for leaders of nonprofit organisations (NPO) to become more financially alert and astute and so be more aware of financial dangers and pitfalls as well as new opportunities for broadening income streams and building financial sustainability.

    In these unpredictable times in the sector, it is only the organisations that have implemented good strategies for financial sustainability that will successfully ride the storms ahead. Consequently, CMDS plans to, once again, offer workshops on financial sustainability in 2014. In addition to the usual one-day workshop introducing strategies for financial sustainability, CDMS is planning an advanced workshop at which it will focus particularly on possible ‘business models’ for NPOs that focus on income generation through the provision of services, trading and investment. This workshop will consider some of the dangers and pitfalls associated with such models, as well as the opportunities.

    The CDMS will also try to ensure that NPOs are updated, through its news and the website, with the constantly changing issues related to employees' tax and the South African Revenue Services (SARS). The Employment Tax Incentive Act is one recent development which presents some opportunities for NPOs (as employers). CMDS also plans to offer information sessions related to payroll and to some of the dangers and pitfalls relating to SARS and the law. The failure to pay over Pay As You Earn (PAYE) and other taxes to SARS results in steep penalties and interest and has already caused many organisations to close its doors. Be aware, be astute - pay SARS first!

    Another issue that has tripped up some organisations has been their extensive use of cash to make payments (because they thought the use of large amounts of cash was unavoidable or enabled them to save money). The dangers and pitfalls of using cash to make payments are significant so CMDS intends, in the second half of the year, to offer its one day workshop on this topic, entitled ‘Cash and Accountability’. In dealing with cash, as with all areas of financial management, there is a cost to implementing effective control - financially astute NPO leaders need to weigh up this cost against the risks and benefits of increased control.

    Aside from these open, ‘public’ workshops, CMDS is also available to facilitate and run workshops specifically to any organisation or a group of organisations - some topics that have proved particularly popular with, and helpful for, NPOs include:
    • Financial management for project managers;
    • Risk assessment and management for NPO boards;
    • Activity-based budgeting;
    • Effective cash flow management; and
    • Understanding NPO financial reports.
    Contact CMDS if you are interested in any of these workshops.

    The open training schedule for 2014 will be finalised and available by the end of January, giving NPOs the opportunity to consider which areas of capacity development could benefit them.

    We wish you every success in 2014.

    For more information, email: cmds@cmds.org.za.

    For more about the CMDS, refer to www.cmds.org.za.

  • NGOs Urged to Become Social Enterprise

    As the world coffers appear to gradually dry up at a time when most non-governmental organisations are donor driven, it is about time these so-called non-profit making groups embrace the concept of social enterprise to sustain their projects.

    According to an analysis by Tonderayi Matonho, these organisations also need to build positive relations with the people and communities they have assisted for the many years they have been in existence.

    Matonho is of the view that the social enterprise concept integrates into programme activities an income generation and business model, creating complete transformation and sustainable processes.

    To read the article titled, “Donor-driven NGOs, should enterprise or they die,” click here.

    Source: 
    All Africa
  • SaveAct: Programme Coordinator

    SaveAct
    Please note: this opportunity closing date has passed and may not be available any more.
    Opportunity closing date: 
    Friday, October 18, 2013
    Opportunity type: 
    Employment
    SaveAct is an NGO promoting group-managed financial services and sustainable livelihoods amongst vulnerable groups in the Matatiele/Mt Fletcher/Mt Frere parts of Eastern Cape and various parts of KwaZulu-Natal.

    SaveAct seeks to appoint Programme Coordinator for the Province of KwaZulu-Natal.

    SaveAct works with poor rural and peri-urban communities of South Africa to improve their livelihoods strategies through the creation of savings groups, financial education training and enterprise development support.

    The person will manage four field officers and a few partnerships. The Programme Coordinator will spend time both in the field and in the office managing the correct implementation of the programme. Preferably, s/he will be fluent in both English and IsiZulu and have a general understanding of the microfinance sector and savings groups in particular.

    The person will report to the Executive Director.
     
    Responsibilities:

    Managing and monitoring the implementation of development projects at provincial level
    • Supervising and supporting field staff in the proper implementation and monitoring of development projects;
    • Undertaking field visits to monitor the quality of projects and field staff performance;
    • Monitoring and reporting on programme progress against targets;
    • Contributing towards funding proposals for national and international donors and ensuring that financial and reporting requirements from donors are met;
    • Developing project budgets and monitor expenditure against budgets;
    Managing and monitoring the relationships with partner organisations
    • Developing work plans for partner organisations, identifying targets and time-frames for implementation of the project’s activities;
    • Working with both qualitative and quantitative M&E tools;
    • Training field staff on data collection tools and ensuring that the data gathered is of good quality;
    • Conducting analysis of M&E data and developing reports and presentations for different stakeholders and to stimulate internal dialogue and learning.
    Requirements:
    • Communicate to a high standard, both verbally and in writing;
    • Represent SaveAct at national and international occasions;
    • Maintain regular communication with partners and internally;
    • Travel frequently within the province and occasionally at a national level;
    • Efficient knowledge of Microsoft Office.
    To apply, submit a CV and motivation letter to info@saveact.org.za.

    Please quote the source of this advertisement in your application - NGO Pulse Portal.
     
    Only shortlisted candidates will be contacted.

    For more information about SaveAct refer to www.saveact.org.za.

    For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.

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  • Six Steps to Surviving 2013

    2012 has been a tough year for civil society. Those funding cuts that we’d been warned of since the crash in 2008, were keenly felt. The President's Emergency Plan For AIDS Relief (PEPFAR) wrapped up its second five year programme, the Europeans curtailed their investments, the United Kingdom Department of International Development (DIFID) restructured. The retraction in international funding was exacerbated by instability in local funding as the National Lottery in trying to get its house in order, struggled to deliver on its grant mandate. Government too continued to frustrate rather than support, being slow to pay and with large underspends on its welfare budgets. Business plodded along, on hold as it waited for the new BBBEE Draft Codes to be published.

    The result is that the country may not be in recession, but it feels as if the non-profit sector is. The reality of this picture was brought to life by a recent survey by consultancy Greater Good, which interviewed over 600-plus organisations. Eighty percent of those surveyed have lost significant funding this past year, 20 percent have enough money to last another month, 17 percent have no operating cash at all. Published late last year, the report confirms my instincts - that the tough times are real, and life for civil society isn’t going to improve in the near future.

    But I’ve had a forced rethink, after attending the ‘Looking Back, Looking Forward’ forum at GIBS, which hosted visionaries whose crystal balls are a whole lot more informed than mine, strategist, Clem Sunter, constitutional expert, Roelf Meyer, City Press editor, Ferial Haffajee, civil society’s Neville Gabrielle, economist, Adrian Saville and Rand Merchant Bank Chair, Sizwe Nxasana.

    Hosted at the business school - the home of sharp suits, expensive cars and lengthy debates on profit and loss, the forum took an a-typical turn when the panel from their various areas of expertise agreed that the area of positive growth for 2013 wasn’t financial services, or mining, or media.

    But civil society.

    This is exciting, as it means that the work being done in social development is finally integrating into mainstream thinking. The commentary was fascinating: that civil society’s cross cultural mobilisation of citizenry is connecting people more than anything (think of anti-toll group, OUTA). That the nonprofit sector is where real change lies - for employment, skills development, entrepreneurship and of course, social development. That government and business have to engage if they want to move forward and civil society is the key to that action.

    To hear development debates making their way onto business school panels marks a significant change in thinking. It is an opportunity we cannot miss.

    Although I believe that 2013 will be tougher than 2012, I am heartened by the way the work of nonprofits and activists is being viewed. Jim Collins writes about the importance of gaining momentum to achieve change. I like to think that the years of consistent and persistent pushing are starting to gain traction. We don’t have momentum yet, but we’re starting to see the extra spin. And that’s heartening.

    So rather than predictions for 2013, I have written instead a few survival tips to ensure that your organisation comes out fitter, stronger and more focused by 2014.

    These six steps to surviving 2013 create a well-connected approach that will strengthen your relevance and contribution to social development, creating a solid foundation for the more stable years that sit tantalisingly close on the 2014 horizon.

    1. Look beyond the of jobs jobs jobs mantra

    Jobs. Jobs. Jobs. It was the mantra of 2012 which resulted in a flurry of activity because it came with access to sizeable sums of money, and is a neatly measurable indicator.

    I hope that we have learnt from the HIV-years, when everyone ended up with an HIV project regardless of whether it was relevant to their work or not. And in chasing the easy funding, non-profits neglected the local options which is part of why we’re facing financial difficulties today.

    My advice for 2013 is then let’s not focus on jobs, but rather on the more sustainable approach of building business. It’s the entrepreneurs who will create work for those in their communities. We have to move away from the thinking that institutions will create more work. They won’t – the financial pressure that we are already under means that many of us are cutting not creating employment. So it is common sense to think away from the traditional institutional framework. We need to broaden the base of people in employment. We need to focus on improving the systems they work in. And we need to make instill a strong sense of social focus in our entrepreneurship, so that they are a contact point of positive development.

    For more on this, refer to www.ngopulse.org/article/milking-profits-tale-cows-kenya.

    2. Accountability – getting our house in order

    With 80 percent of nonprofits not submitting their annual financial statements and narrative reports to the Department of Social Development, we have no foundation for criticising the other sectors of democracy, business and government.

    2013 must be a year where nonprofits commit to Codes of Good Practice and then follow them.

    Only with an accountable, robust civil society can we attain the moral high ground and hold others to account.

    Business and government are making concerted efforts to improve their accountability as evidenced in King III, and the work of the Public Protector, Auditor-General and legislative framework of the Public Finance Management Act.

    We cannot afford to cruise along with a misplaced arrogance that because we do good, we are good.

    If anyone is to survive 2013, accountability and transparency has to be central to their ethos.

    For more on this, refer to www.ngopulse.org/article/herculean-task-good-governance.

    3.Monitoring and Evaluation

    If you don’t have monitoring and evaluation in place, 2013 is your year to get it going.
    If you fail to get basic measurement in place, chances are your organisation will be obsolete by 2015.

    Not only is measurement an important part of being more accountable, but it enables nonprofit leaders can challenge their assumptions of what works and what doesn’t.

    I believe that as we all focus on monitoring and evaluation, partnerships will become easier to manage leading to a natural consolidation in the sector. When you realise your areas of expertise you begin to share knowledge and so begins a positive cycle that leads to improved more professional services.   

    For more on this, refer to www.ngopulse.org/article/completing-circle-some-thoughts-why-measurement....

    4. From Programmes to Activism

    There is a growing voice that is calling for a move away from programme funding to donor support of activism and rights-based movements. The argument is that civil society’s role is not to provide services that government should be delivering (e.g. like HIV care), but rather to hold government to account to provide these services.

    It’s a good argument, and even better because it is rattling our rather traditional approach to development. I think that 2013 will see more money being available in building accountability and growing the rights-driven voice of civil society. The success of SECTION27, the Right2Know Campaign, even the Opposition To Urban Tolling Alliance (OUTA) in Gauteng, adds credence to this movement. This is moving the flywheel significantly and I like it.  Watch out for more activism in 2013 and even more for 2014.

    5. Rise of the CBO
    .
    We can’t keep ignoring community-based organisations (CBO). Just because they don’t have the institutional structures that our funding models demand, doesn’t mean that they are irrelevant. We cannot continue channeling funding for communities via national organisations just because they comply structurally to the needs of the donor.

    I would like to see a concerted effort by the larger nonprofits to bring in CBOs, and to help them build up their institutional structures, securing accreditation, developing financial statements and creating annual narratives.

    I think that national organisations will find that the role they can play as mentor and guide is part of their survival strategy as it is through the CBOs that they will maintain their relevance.

    6. Making Profits out of Nonprofits

    A key survival strategy for 2013 is to grow the profit base of your nonprofit. Usually a sacrilegious word in social organisations it is important that we start to professionalise the work that we do by increasing the surplus of funding. And this doesn’t mean going out to raise more grant funding, but rather taking a longer term view on what type of funding you need to survive. Research by the Stanford Innovation Review shows that America’s top nonprofits have funding stability as their common denominator. This is difficult in South Africa where government and donor funding is erratic. But what must happen is a focus on building a surplus into the organisation, by doing what you do well. Whether that funding stream is grant, or entrepreneurial it must be a surplus and it must provide the type of funds that you need to grow.

  • A Matter of Trust

    A case study of the Children’s Hospital Trust’s fundraising success
     
    The Children’s Hospital Trust (the Trust) is widely considered to be one of the most successful fundraising organisations in South Africa, having raised over R420 million for the Red Cross War Memorial Children’s Hospital and Paediatric Healthcare in the Western Cape since its inception in 1994.
     
    A Matter of Trust is a compelling case study based on the experience gained and the lessons learned by the Trust translated into best practice within the arena of fundraising. The book is a beneficial read for any professional working in the philanthropic sector in South Africa and elsewhere in Africa.
     
    A Matter of Trust details the challenges that the Trust has faced, as well as opportunities that the Trust has created through strategic and innovative methods. In describing the Trust’s ethos, strategies and protocols, the case study is a useful ‘how to’ guide for nonprofit organisations to operate effectively and grow in the current socio-political environment while building a successful brand.
     
    The book outlines critical elements that every nonprofit organisation should embrace in order to gain competitive advantage. These include engaging, consulting and relationship building with key stakeholders and funders, as well as building and maintaining a reputation for excellence and integrity in order to engender a significant amount of positive public sentiment and support.
     
    The unique and practical publication showcases two of the Trust’s most successful fundraising campaigns and highlights the factors that have contributed to this success in such a way that similar organisations can transfer these principles to projects and campaigns they are embarking upon. In telling the story of the Children’s Hospital Trust’s formation and of its consequent success, A Matter of Trust endeavours to contribute to the growing spirit of philanthropy in the country and to demonstrate the gains made in paediatric healthcare in the region.
     
    Who should read this book?
     
    Anyone who is interested in effective fundraising and is motivated to strengthen the non-profit sector, particularly:

    • Nonprofit leaders seeking insight into principles that can ensure greater success for their organisations;
    • Donors and philanthropists who require a framework from which charitable organisations can be assessed to determine viability and sustainability;
    • Business leaders who wish to ensure that their companies are good corporate citizens through working with effective nonprofits; and
    • Students and academics who are eager to learn more about the non-profit sector and the inner workings of a non-profit organisation.
    To purchase a copy contact:
     
    The Children’s Hospital Trust
    Fundraiser for the Red Cross War Memorial Children’s Hospital & Paediatric Healthcare in the Western Cape
    Tel: 021 686 7860
    Fax: 021 686 7861
    E-mail: cht@chtrust.org.za
     
    Facebook: www.facebook.com/childrenshospitaltrust
     
    Twitter: @chtrust1
     
    For more about the Children’s Hospital Trust, refer to www.childrenshospitaltrust.org.za.

  • Eastern Cape Sustainable Rural Development Needs Multi-Faceted Intervention

    Sustainable rural development in the Eastern Cape would need a package of interventions if real local economic opportunities for rural communities were to be created.

    This was the combined message from three speakers at a seminar hosted by the European Union and Office of the Premier-funded Sustainable Rural Development in the Eastern Cape (SURUDEC) and its local implementing agent, RuLiv in East London in April 2012.

    Entitled ‘Rural Livelihoods and Development Planning: Experiences from the Eastern Cape’, the seminar heard presentations from the Eastern Cape Social and Economic Consultative Council (ECSECC), the Agricultural extension department of the University of Fort Hare and from SURUDEC.

    Most of the opportunities probably lay in the agro-processing sector according to ECSECC's CEO, Andrew Murray.

    He added that as agriculture contributed a mere 2.6 percent to the provincial gross domestic product (GDP), beneficiation and value chains needed to be explored and would probably be the sector where most jobs could be created.

    One possible strategy was aggregating micro-projects with a focus on value chain multipliers, but Murray cautioned that producers had to produce the right product at the right time within a market system.

    “It’s important to link micro-projects with manufacturing at scale, this needs to be a costed instrument and we have been too slow in getting it right – this needs to be speeded up”.

    “Values have to be shared; it is no good squeezing small producers on one end of the scale while manufacturers take home huge revenues.”

    Training and learning incubators were also important as making land more productive was a lengthy process and consisted of more than mere access to land. Capital, knowledge and skills together with labour were also needed.

    On training, Murray’s view was echoed by Professor Francois Lategan of the Agricultural Extension department at the University of Fort Hare who added that past training of agricultural extension officers had failed and that today’s students needed training in a multiplicity of skills in order to equip them for the job.

    This included entrepreneurial skills, innovation and understanding markets. he most crucial skill was the ability to identify opportunities and act on them.

    “We lack a message or a workable model for small scale farmers but the message needs to include instilling an entrepreneurial slant.

    “Farmers, big and small, need to be shown how to recognise opportunities to make money,” he concluded.

    SURUDEC programme coordinator, Dr Stephen Atkins, outlined SURUDEC’s asset-based approach to development which included recognition that communities employed multiple livelihood strategies and that local conditions determined responses and interventions.

    An example was one SURUDEC-funded project in the Indwe area, a large farm obtained through a restitution award in 2001. While the farm co-operative had R70 000 in its bank account and was now valued at R10 million, the enterprise could potentially earn a net profit of R600 000 a year while employing 20 people full time.

    However, currently additional enterprise and employment generating options were not being considered and Atkins pointed to potential rental accrued from a cell phone mast which was not being collected by the enterprise.

    “The business is in a fragile state and long term plans need to be made by all stakeholders for sustainability of the enterprise,” he added.

    The second case study was of an ecotourism development initiative at Cata, near Keiskammahoek in which existing and new birding hiking trails were refurbished and developed, a community institution was set up and given business skills training and marketing material had been produced. In addition, the project dovetailed well with previous community development initiatives.

    Atkins concluded with some of the lessons coming out of the SURUDEC programme in the Eastern Cape which included:

    • It was vital that robust and accurate data support rural development actions;
    • It was important to know the area and know the people concerned;
    • Possibilities and the challenges needed to be identified;
    • Being realistic of the scale and scope of the intervention was needed from the beginning;
    • It was important to identify the resources required to undertake an action and to budget correctly;
    • Time frames or horizons needed constant monitoring and management;
    • Building capacity over time and planning for support and mentoring was an integral part of any intervention and must be planned and budgeted for;
    • The prioritisation of options needed to be managed constantly;
    • It was important to network with relevant practitioners.
    SURUDEC is a joint programme of the European Union and Republic of South Africa. The Contracting Authority is the Eastern Cape Office of the Premier (OTP) and the Implementing Agent is Promoting Rural and Urban Livelihoods (Ruliv), based in East London.

    SURUDEC aims to reduce poverty in the province by providing grant funding to support the design and implementation of integrated community-driven development plans (ICDPs). These are plans of action that indicate ways in which the economic situation of a community will be improved and how its asset base will grow over time. These plans would inform district and local government IDPs, and importantly, over time and as resources become available, elements of each community plan would be implemented, either directly from community resources, or in combination with funds from partners, donors or Government.

    - Barbara Manning is the Visibility and Communications Coordinator (SURUDEC) within Ruliv.

  • Project HOPE: Health Education Manager

    Project HOPE
    Opportunity closing date: 
    Friday, April 18, 2014
    Opportunity type: 
    Employment
    Project HOPE is a 54 year old public health NGO working in 32 countries around the world providing sustainable health solutions to people in need. In South Africa, Project HOPE works closely with government, the corporate and academic sectors to provide cost effective public health programmes to both urban and rural communities.

    Project HOPE seeks to appoint a Health Education Manager for its diabetes and hypertension programme, based in in Zandspruit in the outskirts of Johannesburg.

    Responsibilities
    • Manage a team of peer educators who will deliver Project HOPE’s health education curriculum to patients;
    • Stay up-to-date on the latest research and policy as it relates to diabetes and heart disease, especially in the context of community interventions and patient education;
    • Monitor data collection and work toward continuously improving Project HOPE’s curriculum and educational methods based on results;
    • Create and edit content to be used in educational materials for staff and patients;
    • Be innovative in engaging with patients and the community in support of Project HOPE’s organizational goals;
    • Manage special projects as required, to include scope, timelines, budgets, etc;
    • Work with the rest of the Project HOPE South Africa management team to integrate services where possible and deliver results;
    • Other managerial tasks, as required.
    Requirements:
    • Licensed primary healthcare nurse or dietician;
    • Proven ability to deliver results;
    • Minimum with five years of work experience in a professional environment;
    • Interest in promoting health and healthy behaviours;
    • Willingness to learn about and become a community expert on diabetes and hypertension (previous work with non-communicable diseases strongly preferred);
    • Ability to work well with and motivate others;
    • Intermediate to advanced computer skills (Microsoft Office and basic knowledge of databases);
    • Effective written communication skills;
    • Bachelor’s degree (Master’s degree strongly preferred);
    • Fluency in English along with at least one other South African language.
    • Ability to work five days per week or 40 hours per week (Monday – Saturday);
    • Must be willing to be flexible with hours and schedule.
    To apply, submit a CV and motivation letter to jbrink@projecthope.org.

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

    For more about Project HOPE, refer to www.projecthope.org.

    For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.

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  • Centre for the Study of Violence and Reconciliation: Researcher - Community Violence

    Centre for the Study of Violence and Reconciliation
    Please note: this opportunity closing date has passed and may not be available any more.
    Opportunity closing date: 
    Saturday, April 12, 2014
    Opportunity type: 
    Employment
    Centre for the Study of Violence and Reconciliation (CSVR) is an innovator in preventing violence and building peaceful societies. The Centre adopts a multi-disciplinary approach to understand and prevent violence, heal its effects and build sustainable peace locally, continentally and globally.

    CSVR seeks to appoint a part-time Researcher for the Community Violence Project, based in Johannesburg.

    The South African government has initiated a targeted Community Work Programme. The CWP potentially serves both as a development tool (through providing jobs and addressing basic needs and services), and indirectly as a violence prevention initiative. While initial indications are that it does have preventative impact, concerns exist that in some contexts, they may exacerbate conflict and violence. This project will examine the critical factors that maximise the positive (and curb the negative) impact of the CWP on urban violence through six detailed case studies at CWP sites in Gauteng and the Western Cape. The project aims to contribute to understanding about the impact of poverty relief programmes on violence and is funded by the International Development Research Centre.

    This is a 3 - 4 month full-time or 6 - 7 month part-time contract position.

    The researcher will be responsible for conducting a case study at a CWP site in Gauteng.

    Responsibilities:
    • Data collection including:
      • Spend 25-30 days in community;
      • Conduct 40-60 formal and informal interviews with individuals and groups in selected community;
      • Observation of community meetings and events;
      • Data collection including recording of interviews and detailed interview notes and field notes of meetings and events as appropriate;
    • Collect reports and data on history of community, crime problems, protests, development indicators, and relationship between community and various government departments (using media reports, govt sources, websites, independent research reports);
    • Participate in meetings with community members to build relationships and to report back on research findings;
    • Participate in research strategy and design meetings;
    • Participate in learning, monitoring and evaluation meetings once a month – write short reflection reports on process of engaging community and government stakeholders;
    • Write up of report on community (comprehensive 50-70 page internal report and 10-15 page external summary report);
    • Possibly participate in national policy dialogue workshop;
    • Possibly contribute to integrative research report
    Requirements:
    • Master’s degree or substantial qualitative research experience;
    • Experience doing research in marginalised communities;
    • Strong communication skills and ability to conduct effective open ended interviews;
    • Good understanding of causes and dynamics of collective and interpersonal violence;
    • Strong report writing skills;
    • Ability to work independently;
    • Fluency in African (especially Setswana) languages and English;
    • Preferably have own means of transport.
    To apply, submit a CV, motivational letter and names of two references to aemmett@csvr.org.za.

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

    Enquiries: David Bruce, Email: davidbjhb@gmail.com.

    For more about the Centre for the Study of Violence and Reconciliation, refer to www.csvr.org.za

    For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.

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  • Investing for the Future

    A well-managed reserve fund is a vital component of any organisation’s sustainability strategy. Reserves provide a safety net to carry organisations through the lean times but they also, crucially, offer the breathing space to enable meaningful collaboration, planning and growth so that organisations deliver the best, most transformative solutions to South Africa’s challenges.

    Alan Wellburn from Citadel Wealth Management explains.

    Public benefit organisations have a duty to be responsible stewards of public funding and trust – this means managing their finances wisely.

    Benefits

    A reserve is the balance of the previous years’ operating surplus - or unspent funds.  Some organisations set aside a specific percentage of their operating costs for a reserve each month or year.

    The benefits of a reserve include:
    • Protecting beneficiaries by making sure they receive services provided by the organisation, regardless of changes in funding cycles or funding delays;
    • Providing funders with assurance that the organisation has the capacity and financial health to make the best use of grants;
    • Creating a safety net to protect the organisation in unforeseen circumstances, such as a major funder pulling out suddenly;
    • Providing capital that can be used for future projects (e.g. building maintenance), borrowed against or used for the expansion of the organisation’s activities.
    Everyone in an organisation - from the trustees and directors through to fundraisers and programme managers - should support the building up of a reserve. A Reserve Policy should clearly define how the reserve should be invested and how and when it can be used.

    Myth-Busting

    Myth: Having a reserve discourages funders because they think the organisation has enough funding and is not as needy.

    Reality: Most major funders today prioritise the sustainability and impact of the organisations they support and prefer grantees to have a reserve. Many specifically look for organisations that have enough in reserve to cover at least three to six months’ operating costs.

    Sources of Funding

    Building up a reserve can be a challenge, particularly in tough economic times. Some funders would rather support beneficiaries directly than contribute to a reserve fund.

    But there are other ways to build a reserve:
    Operate at a small surplus each year and invest any of the surplus, rather than spend it in the following year. Although this requires a level of financial discipline, it is a strategy that pays dividends in the future.
    Unrestricted funding such as legacies, bequests, individual giving and self-generated income are also good sources of funds for a reserve.
    Investment income (interest or dividends) generated by investing larger grants until the funds are needed for project implementation is also a great source of reserve funding.

    Myth Busting

    Myth: It is more responsible to keep funds in the bank, rather than to risk it in an investment vehicle.

    Reality: Funding not being used for immediate operating expenses that is kept in a bank account is losing value over time because the interest rate does not keep up with inflation - this is called inflationary risk. But investing in the stock market can also be a risk because value can fluctuate rapidly in the short term (volatility risk). An experienced investment house will be able to select an investment strategy that takes into account both of these risks so that surplus funds will grow over time and stay ahead of inflation.

    Investing Reserve Funds

    The directors or trustees of public benefit organisations have a fiduciary responsibility to ensure that reserves are invested wisely. An investment approach which takes into account both inflationary risk and volatility risk is essential. The examples below show how investment decisions can make a major difference to the size of a reserve over time.

    Two organisations have R10 million in reserves and choose to invest it differently.

    In the Bank:

    Organisation A chooses an interest-bearing bank account. The interest on the R10 million (four percent) in an inflationary environment like South Africa, is less than inflation at six percent. After 25 years, this reserve is only worth R6m in real terms. In other words, the purchasing power of the R10m reserve will be eroded by inflation and will be reduced to R6m, despite the interest earned.

    Modelling assumptions: Inflation rate: six percent; Interest rate at bank:  four percent

    Diversified Portfolio:

    Organisation B chooses a diversified, prudent investment portfolio. The return over a 25 year period is more, at nine percent, than the inflation rate of six percent. Based on a projection rate of three percent in excess of inflation, the value of their R10m reserve increases to R20m in real terms.

    Modelling assumptions: Inflation rate: six percent; Projection rate: three percent in excess of inflation (nine percent nominal)

    Managing a Reserve

    It is important to get advice from a reputable wealth management company with the knowledge and expertise to implement the best investment solution for an organisation.

    Cash-flow modelling is used to make sure an organisation has access to its capital if needed (short-term liquidity) as well as long-term growth (to stay ahead of inflation). Knowing what cash will be needed and when, the two major portfolio risks of inflation and volatility can be managed over time.

    This is achieved by allocating the reserve fund to three broad risk categories or portfolios:

    The Stable Portfolio - This is the part of the organisation’s portfolio where short-term funding needs will be drawn from. This portfolio is often made up of Money Market Unit Trust Funds as they are liquid and their value is stable; and is toped up from the best performing assets in the Prudent and Growth portfolios.

    The Prudent Portfolio - This portion of the portfolio is the reserve fund safety net. Market movements and fluctuations have little effect on this type of portfolio. Should the long term growth portfolio decrease suddenly, this portfolio would allow enough time for a recovery before having to use funds from the Growth portfolio for the organisation’s operational needs.

    The Long Term Growth Portfolio - This is invested for growth to make sure the reserve fund beats inflation over the long-term. This part of the portfolio is usually the most volatile but because it is invested over the long-term, this does not present a problem.

    The next step is to allocate specific amounts to the underlying funds within each of these investment categories.


    Whilst offshore diversification (investing some of the funds outside of South Africa) can have a very positive effect on a portfolio, the fluctuating value of the Rand (currency volatility) can have a significant effect on returns. Reducing currency risk through hedging, a technique to guard against foreign exchange fluctuations is a way that Wealth Managers manage this risk.

    Endownments

    An endowment is an established pool of assets (for example rented property, cash, shares, bonds) used to generate income to fund the operations of an organisation. This reduces the organisation’s dependency on donors.

    Endowments are often established by bequests or restricted donations. In some circumstances, the donor will make a large grant and stipulate that it be invested, with the principal to remain intact in perpetuity or for a defined time period. The organisation can use the interest or dividends from the endowment to fund their operating costs while also keeping the original grant. This allows for the donation to have an impact over a longer period of time than if it were spent all at once.

    Reserves can be used to create endowments. Once a reserve has been built to the required level, all income earned in excess of the reserve requirement and returns on investments in excess of inflation can be used to build an endowment.

    Just like investing a reserve, it is important to get advice from a reputable wealth management company who has the capacity to choose the right investment solution for an endowment. Given the long-term nature, size and income-generating requirement of a typical endowment, the optimal investment solution can sometimes be more complex than that of a reserve.

    Fees and Costs

    All this wealth management expertise does not come for free and different investment solutions will have different costs and fees. Some wealth management businesses apply a fee based remuneration model for advisory, administration and fund management services, while others charge commission (a percentage of the funds under management). Registered public benefit organisations are sometimes offered discounted fees because of the charitable nature of their work.

    All registered financial service providers are required by law to disclose all of these fees in a clear and understandable way. This means that an organisation can compare fees and be clear about what the investment will cost them.

    Whether you are a new organisation just starting out or a large organisation with an established endowment, your Reserve and Endowment policy should be regularly revisited to make sure you are making the most of the funds you have. The investment solution you choose must be aligned with this policy and based on sound financial advice. This will ensure that these funds are optimally invested while minimising the organisation’s exposure to unnecessary risk.

    To find out more about investing your reserve, contact: Citadel Wealth Management.
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