- Findings from a follow-up to the NPO Funding Cuts and Job Losses survey, conducted by GreaterGood South Africa in October 2013 show that while things are better for nonprofits in South Africa many are still challenged by funding cuts, resource constraints and an uncertain financial position.
Although fewer organisations report funding cuts - and the scale of the cuts has reduced - the overall funding environment does not appear to be significantly better for most nonprofit organisations (NPOs) we surveyed. Over half (54 percent) of the 467 organisations that took the survey reported significant funding cuts in the previous year which is significantly down from 80 percent in the 2012 survey.
“It's a low long slog – there are no magic solutions. You have to build a loyal support base of individuals.”
Things are no better
But organisations also reported an average of R4 million in cuts per organisation. Almost half (46 percent) said that although the funding environment had worsened, they were surviving; 26 percent said the situation had stayed the same; and 13 percent said it was getting better. An equal amount (13 percent) said it is much worse.
Funding cuts were reported from all funding sources, with the National Lotteries Board topping the list again (40 percent), followed by the corporate social investment (CSI) departments (39 percent) and individuals (34 percent). Only 17 percent said cuts had come from international donors.
“Although it might look as if our financial situation became stable, it is because of the retrenchment of three staff members, so it looks more stable because of reduced core costs, but the remaining skeleton staff is battling to keep our commitments.”
Qualitatively, it seems that the cuts reported in the 2012 survey have forced organisations to become more agile and better able to adapt their strategies in response. This has resulted in fewer job and services cuts. 33 percent reported retrenching staff (a total of 2 078 people) which equates to an average of six permanent staff and 17 volunteers per organisation and 38 percent reported having to cut services to beneficiaries as a result, down from 64 percent in 2012.
But the job losses are still significant, especially among volunteers, many of whom rely on stipends to survive. The sector is a major employer and the shedding of jobs remains a concern.
“We are struggling to cope as personnel do not have the time to do fundraising. The subsidy from the government is not enough to pay salaries. The salaries are way less than that of the same posts in government.”
Perhaps most concerning is the fact that the immediate financial position of organisations has not improved with 34 percent having enough cash to cover operating costs for six months (36 percent in 2012) and 16 percent reporting no operating cash at all (17 percent in 2012). While sustainability planning and well-managed finances with provision made for saving are crucial to survival, it seems that few organisations have the breathing space that reserves can provide.
More needs to be done, therefore, to support and encourage organisations and donors to make provision for reserves that can see them through unforeseen funding cuts.
Organisations are using a wide variety of tools to address funding shortfalls with the majority still submitting proposals (76 percent), 58 percent using networking and 48 percent fundraising events. Most organisations reported making significant changes to their structure, financial management and staffing to survive in the current funding climate.
Collaborative working and the building of networks and partnerships has gained ground as a strategy to survive the cuts, which highlighted the need to save for an uncertain future:
“The sustainability of today is the result of a deliberate strategy over the past 10 years to make our organisation not dependant on donors or government.”
Click here to download a summary of the key findings.
This article first appeared on the GreaterGood South Africa website.
- 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.
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: email@example.com.
For more about the CMDS, refer to www.cmds.org.za.
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
- SaveActPlease note: this opportunity closing date has passed and may not be available any more.Opportunity closing date:Friday, October 18, 2013Opportunity type:Employment
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.
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;
- 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.
- 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.
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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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 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.
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
For more about the Children’s Hospital Trust, refer to www.childrenshospitaltrust.org.za.
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 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.
- The Music Therapy Community Clinic - a lauded Cape Town non-governmental organisation (NGO) - has launched a brand new identity, including a new name and logo. Now known as MusicWorks, this pioneering organisation has been serving the communities of Heideveld, Lavender Hill, Langa and Nyanga with musical interventions for children and young people since 2002. More than 500 children benefit from their music programmes each year.
“Our organisation and approach has changed so much in the past 12 years: it was time for our identity to match what we do!’’ says executive director and music therapist, Sunelle Fouche.
MusicWorks has developed a unique practice, speaking to marginalised communities, which is recognised in South Africa and abroad. Through combining the academic practice of music therapy with appealing activities in a safe environment, MusicWorks has proven the profound ability of music to strengthen and heal individuals and communities.
With instrumental improvisation, singing, musical storytelling, song writing and movement, music therapists and community musicians create a safe environment where engagement, creativity and healing is encouraged.
The organisation partners with communities, including schools, care centres and hospitals in achieving this goal. The organisation relies on funding to execute their work.
“MusicWorks implies engagement as well as change. The colourful and energetic logo illustrates how the beat of music and human hearts can work together to benefit individuals and groups. Our aim is simply a safer community where individual expression is encouraged,’’ says Sunelle.
For more information and case studies, contact MusicWorks through their brand-new website, Facebook page or on 021 671 5196.
Music Therapy is an emerging field in South Africa, regulated by the Health Professions Council of South Africa (HPCSA).
MusicWorks Interventions are grounded in Music Therapy theory and principles, and offer a vital service – as a means of strengthening children subjected to trauma and neglect; supporting their social, cognitive and emotional development; and ultimately impacting the psychosocial fabric of their larger communities.
The organisation has been a past recipient of the Impumelelo Innovations Awards as well as a Mentor International Foundation Award.
- Mari Stimie works for MusicWorks. E-mail: firstname.lastname@example.org.
- Fairfood InternationalPlease note: this opportunity closing date has passed and may not be available any more.Opportunity closing date:Friday, January 31, 2014Opportunity type:Employment
Fairfood’s Advocacy department is composed of multidisciplinary teams working on advocacy interventions focused on various regions of the world (referred to as “Hotspots”). The Madagascar Hotspot focuses on improving sustainability in the Madagascar vanilla industry. The team has recently started to implement the project, which aims to influence corporate stakeholders to address socio-economic issues within the vanilla supply chain in Madagascar.
Fairfood’s Advocacy Department seeks to appoint a Campaign Assistant – Engagement, based Johannesburg.
As a Campaign Assistant - Engagement you will be responsible for assisting the Manager Advocacy Madagascar to implement the advocacy strategy of the project. You will have a versatile position and your outputs will be used directly in the campaign.
- Research CSR policies and practices of food and beverage companies and flavour houses;
- Explore various advocacy tools;
- Assist in developing individual advocacy strategies to engage with selected companies;
- Write internal and external communications on the above mentioned topics/strategies;
- Give feedback to the Manager Advocacy Madagascar as well as other members of the team;
- Assist in various administrative tasks.
- Be studying at or have graduated from an institute of higher education or a university or have acquired an equivalent working and thinking level through work experience;
- Excellent verbal, written and interpersonal skills;
- Ability to work independently but are also a team player;
- Result-oriented, quality-focused and eager to learn;
- Ability to multi-task and to deliver results on time. Familiarity with or knowledge of advocacy/campaigning, the food and beverage industry, and/or sustainability is preferred;
- Experience in research, report writing, as well as fluency in French is a plus. Finally, you have affinity with Fairfood’s goals.
To apply, submit a CV (maximum two pages) and motivation letter (one page) to email@example.com.
Please quote the source of this advertisement in your application - NGO Pulse Portal.
Enquiries: Lowna Gie, e-mail: firstname.lastname@example.org.
For more about Fairfood International, refer to www.fairfood.org.
For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.
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- Solidaridad Southern AfricaPlease note: this opportunity closing date has passed and may not be available any more.Opportunity closing date:Friday, January 17, 2014Opportunity type:Employment
Solidaridad’s Southern African seeks to appoint a Sustainable Management Trainer and Implementer for its Sustainable Management Tool, based in Maputo, Mozambique.
The Sustainable Management Tool has been developed for sugar and is in the process of being developed for cotton, fruit, vegetables and soy. It is likely that it will expand into other commodities over time. It is a web based, but adapted as an App for use on Android systems, self-assessment tool, used by farmer organisations and extension workers to assist small scale resource poor farmers to comply with sustainability principles and criteria. This helps the farmers to access alternative markets while also improving yields and rationalising the use of inputs.
Solidaridad Southern Africa has its regional office in Johannesburg and a country office in Maputo. In 2014 it will open a country office in Zambia. The post being advertised will be for a person to be based in Maputo, Lusaka or Johannesburg; other locations can be considered depending on the merits of the proposal.
Solidaridad currently has programme dealing with sugar, soy, cotton, fruit and vegetables in South Africa, Namibia, Mozambiaque, Zambia, Malawi and Swaziland and it will extend its operations into Zimbabwe, Botswana and Angola on the coming years.
- Competent in and knows and understanding agronomy in the commodities in which Solidaridad works;
- Minimum of five years experience in working with smallholder farmers in developing countries;
- Multingual in at least English and Portuguese, but a knowledge of southern African languages if a distinct advantage;
- Willing and able to travel extensively in the SADC region;
- Well versed in standards such as ISO, Global Gap, and it will be a distinct advantage to know and understand other standards such as Bonsucro, BCI, RTRS, RSPO, and others;
- Self-starter who needs little day to day management;
- Have at least three years experience with junior staff and field workers;
- Experience in training;
- Proficiency in all of the latest IT software, equipment, systems and processes;
- Valid Code 8 driver's licence.
Please quote the source of this advertisement in your application - NGO Pulse Portal.
Solidariad reserves the right not to make any appointment during this process.
Should you not hear from SolidaridadSA within two weeks of the closing date, consider your application unsuccessful.
Solidaridad Southern Africa is an equal opportunity employer.
For more about Solidaridad Network, refer to www.solidaridadnetwork.org.
For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.
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