In February and March 2012, TechSoup Global and its global network of partner organisations, including SANGONeT via the SANGOTeCH Technology Donation Programme, conducted a survey of NGOs around the world to better understand current cloud computing usage and future plans for cloud computing adoption.
The survey garnered more than 10 500 respondents from 88 countries.
The results are in.
SANGOTeCH is pleased to add this information to our ever-evolving resources for NPOs, charities, foundations, and the stakeholders who support them.
SANGOTeCH has published a paper with the key findings of the survey in the hope that the information will enable NPOs to make informed IT decisions.
We encourage you to review the findings, learn about the current state of cloud computing in NPOs around the world, and find out how your organisation stacks up.
By better understanding the technological tools that NPOs currently use, as well as their future plans and requirements, SANGOTeCH can work with its partner organisations to provide NPOs with the resources they need to operate at their full potential.
To read the full report, refer to www.sangotech.org/global-cloud-computing-study.
More about SANGOTeCH:
The SANGOTeCH online technology donation portal is a joint initiative between SANGONeT and TechSoup Global. Launched in South Africa in December 2006, it assists NGOs by providing software and hardware for very low or discounted fees in conjunction with ICT donor partners (e.g. Microsoft, SAP, Symantec, etc.), as well as by supporting NGOs to maximise their ICT purchases and infrastructure. Since inception, this initiative has resulted in savings of more than R120 million for the NGO sector in South Africa.
SANGONeT has already expanded SANGOTeCH to Botswana and Kenya, with the aim of covering the whole Southern African region by 2013.
Two worlds are colliding and the results can only be fun.
I am sitting in the Impact Investing conference organised by the South African Network for Impact Investing (SAII) and hosted by the University of Pretoria’s Gordon Institute of Business Science (GIBS) and you can see it happening.
There are those of us from the nonprofit background (clearly visible as we don’t wear sharp cut suits or impossibly high heels) and those from the financial world, who talk a strange language of bonds and equity and use acronyms as if they are pronouns.
I often think that the jargon of business is designed to be intimidating so that those of us on the periphery are forever excluded, like little children not invited to the Top Dogs birthday party.
But this week, I had one of those moments where all became clear and suddenly it made sense. I missed the choir of angels and harps accompanying my epiphany, but it was no less dramatic.
We are all saying the same thing - just differently.
There are fund managers out there looking (yes – looking!) for social enterprises to invest in. This took a long time for the fundraiser in me to understand, as these moments are few in the nonprofit world.
These fund managers will take you through a rigorous process assessing your business, your future growth and your ability to survive independently of traditional grants and handouts. You are after all, a business. They do however, despite the sharp suits and high heels, seem to have a heart. They are just approaching us from a different angle.
So no longer can nonprofits assume that business does not understand the world of social service delivery. They bring new insights, which we must acknowledge and respect and vice versa.
So this is the Big Bang, where the world of for and not-for-profits collide.
It is a change in thinking.
We know that the traditional funding model - of dependency on finite grants, and hard-won subsidies - cannot last.
The financial stress and pressure that we all largely operate under means that we can never think ahead. We are always worrying about the now, rather than the where do we want to be.
Impact Investing may not be your thing, but the thinking of this new approach has to be explored and interrogated.
Because it encourages you to develop a social enterprise - a business wing that supports the delivery of social services. Because it is passionate about measurement and accountability. Because taking on financing forces you out of the cushioned security of grant funding and means you have to face up to your own organisational risk: ‘Will it work?’ takes on a whole new meaning when you have to pay the money back.
And let us be honest. This is exactly what the nonprofit world has been calling for. We have just been using different phrases that ask for new funding streams, greater accountability and transparency, as well as ownership by all.
So. Sparks will fly, as our worlds slowly collide. But Impact Investing has gravitational pull and its going to be hard to resist.
- Kerryn Krige is a freelance advisor in development. She has worked for some of South Africa’s leading non-profits as a fundraiser and programme manager. She started off as a journalist and moved into the non-profit sector in the United Kingdom, working for traditional charities and social enterprise. She has worked in East and Southern Africa and is passionate about building the capacity of the nonprofit sector. You can get in touch on email@example.com.
Annual Reports are excellent marketing tools for your nonprofit organisation
Your nonprofit organisation’s annual report allows you to share the story of your organisation and its successes with your various target audiences. It is through your annual report that you build and maintain support for your organisation’s brand. This is achieved by encouraging, inspiring, thanking and motivating current donors, volunteers your organisation’s staff. They are also wonderful marketing tools for potential donors, volunteers and staff.
There is a lot of talk around what makes a good annual report. Today, there is a focus on the report being used to tell a story showing the impact the organisation has in the community. This fresh new approach shows the return on investment and justifies he organisations existence.
Annual Report versus Board Report
It is important at this point to make a clear distinction between the annual report and the board report.
The annual report is a more focused on highlighting the achievements and successes in the year. Let it tell your organisation’s story through real human experiences so that your audience has clear understanding of what it is that you are doing and achieving. Make your language clear and easy to understand, give an explanatory paragraph or two for your financial statements so that non financial people can understand it. Your annual report should also be visually appealing so remember to include relevant photos with captions.
The board report or director’s report is where you share the more in depth facts, figures and administrative details. It is more the nuts and bolts of what needs to be communicated. Here you will share information like you implemented a new back office system and what the results were of that implementation from a more “technical” standpoint.
Annual Report Content
The following information/sections should be included in your annual report – how you lay it out is entirely up to you.
Remember to include your organisation’s basic information. For example, registration information with relevant regulators and contact details:
Your organisation’s vision and mission;
Governance - including:
- An introductory message by the chairperson as the leading authority of the organisation. This introduction is key as it highlights the activities of the past 12 months at the strategic level and also a way forward;
- A list of governing body members with their photographs and/or their background information detailing their individual roles within the organisation i.e. title and brief description. This should include members that resigned and joined the organisation during the course of the year. Qualifications and experience of each board member is important including other board involvements;
- A Governance Structure including activities (aligned to roles and responsibilities of Board) achieved by those structures including the number of meetings attended by the members of each committee and or at board level. Where your organisation does not have committees then the board may just state how it executes its responsibilities;
- Any major changes in your memorandum of association or trust deed or constitution;
- Risk Management including internal controls in place to give assurance that they have been considered and dealt with.
This report is prepared by chief executive officer, executive director or managing director. The operations report may be separated according to functions of the organisation or by strategic objectives lined out on the business or operational plan e.g.
- Organisational chart;
- Depending on the reliability of your data, you may even include a table which details staff compliments/components in terms of Employment Equity Act;
- Indication of permanent staff and volunteers. High impact changes, these should include; the number of new appointments versus dismissed or resigned;
- Awards of long service for volunteers including board and staff.
- Marketing programme summary including aims and objectives for that year and what was achieved;
- Targets for the upcoming year.
This outlines activities, projects or accomplishments carried out by organisation as per 12 months’ business or operational plan. It underscores mission related achievements.
The section covers the stated objectives of the service with a focus on the community needs. It is based on researched facts or management estimates. The achievements should focus on what the planned activities were versus what actually took place. It should also discuss the variances and the reasons for these variances as well as general challenges faced by the organisation. Rather than saying that funding is the biggest challenge - discuss what the funding will be spent on. This will encourage current donors to continue to donate and potential donors to see what is needed and heed the call to action.
Where there ad hoc services or duties were performed in the community, these should be included as new developments and be explained why they are relevant to the organisation’s mission and vision.
- The Need - Solutions to what is foreseen as challenges to achieve such (risk management);
- Estimated impact – pilot;
- What was the problem?
- What was the solution?
- Impact assessment.
Conclusion should include what the organisation intends to do the following. This should take account of future projections; manpower that may be required to accomplish these. The report should be prepared by the chief executive officer or executive director.
The introduction of this report may include the impact of economic (macro and micro level), socio economic indicators’ impact on the organization including the financials legal framework changes, etc. Keep this section short in the annual report. You can go into greater depth in your board report.
Information to include here:
- The budget and/or the actual and major variances clarified in each category of income and expenditure. This should find its basis on what is considered as being material to the board;
- Basic financial analysis of major changes;
- What was not achieved and lessons learned a fresh and approach for the future;
- Major future expenditures - this may be linked to future commitments on the financial statements;
- Audited Financial Statements (AFS).
Also keep this section to a minimum. You can include a link to the really in depth report, but for the annual report make sure that it’s easy to understand by including an introductory paragraph highlighting and summarising the important facts.
- Independent auditor’s report;
- Annual financial statements with notes.
This section should avoid categorising the donors by the amount they have given but rather list them in alphabetic order by government departments, companies, foreign funding and individuals.
Depending on the space; using company logos of company donors would be preferable. In the instances where individuals or companies do not want to be mentioned they can be grouped under anonymous donors.
If you have any questions about effectively creating your organisation’s annual report or how to ensure that your board is operating under good governance guidelines for nonprofit organisation, e-mail to firstname.lastname@example.org.
Blog first appeared on www.gadcs.co.za under articles.
One has now lost count of the number of fraud and corruption incidents that get reported in the media - almost daily. Most would agree that this indicates our corporate governance is collapsing, has completely collapsed or that it needs some serious re-vamp. The fact that fraud and corruption incidents do get reported, confirms that corporate governance still works – but mainly on the detective side. What about the preventative side? Until a balance is struck between preventative and detective controls, combating fraud and corruption will remain as elusive as ever or may even escalate. I have noted three key weak links in our corporate governance structure here in South Africa:
To come out of the quagmire of rampant fraud and corruption, South Africans need to agree on the following recommended minimum governance structure:
- We do not have minimum governance structure expectation from organisations. Until we do that, we will forever be chasing possible fraud and corruption perpetrators only after the action has been done;
- Organisations are not legally required to have internal audit departments. Those that have internal audit departments make such to suffocate within the organisations – adding very minimal value if any, to what they could potentially do to their organisations;
- The fact that organisations have an option to follow King III guidelines or not is a waste of resources - taking into account time and money invested in the research. What is the use if only say 10 percent of organisations follow the King guidelines? It simply means there are no corporate governance guidelines in South Africa.
Organisations should be expected to have the above structure as a minimum requirement - where internal auditors will be concerned with the future, external auditors with the past, board of directors very much concerned with the present, the audit committee with continuous risk assessment and monitoring and the shareholder with the overall performance and results of the organisation. (Governance structures are by no means precluded from interacting). All these governance bodies have direct access to the shareholder. How wonderful? Where can fraud and corruption get a chance with such tight governance? Admitted, it will never be airtight, but fraudsters will have to sweat to achieve what they want.
By allowing fraud and corruption cases to be reported at this rate without strategic countering, governance bodies such as the Institute of Internal Auditors and the Institute of Directors are partly to blame for the high incidents of fraud – not as active participants, but as passive participants. Most internal auditors are not comfortable with the position of internal audit in their organisation organograms, but are afraid to say it because it may have career limiting consequences. The institute of directors is quite aware that until King III guidelines are made legally enforceable, governance will remain poor - but they do not push for King Guidelines to be enforced. Why?
Internal audit is one function that could be relegated to the heap of history if it does not re-invent itself and position itself as a catalyst in the fight against fraud and corruption – through proactive systems and controls. Whenever fraud and corruption incidents are reported, one hears very little or nothing from internal auditors. Their role has become that of a lame duck or a toothless bull dog – bucking loudly, but unfortunately not able to bite.
To re-invent itself, internal audit has to fight for legal recognition. The current status is that organisations may opt to have or not to have internal auditors in their structures. We need legalised internal audit for these reasons:
In conclusion, the re-vamping of both the Institute of Internal Auditors as well as the Institute of Directors as effective governance structures will help achieve three goals at once; prevent fraud and corruption before it happens; help with continuous training; help create quality employment for the youth especially.
- Once given a legal standing, internal auditors should be elevated to report not to management but to the shareholder. This will give internal auditors the necessary muscle to do their work without fear of reprisal from management;
- Preventative controls will be entrenched in all organisations. The likelihood of fraud and corruption being reported once it has occurred will be significantly reduced;
- Inefficient, ineffective and uneconomical control environment will be discovered and reported sooner rather than later;
- On-the-job training for inexperienced youths could be housed in this department. With a well run internal audit department, managers have a pleasure to recruit from the internal audit department because recruitees would have had some exposure to business processes and procedures within the organisation;
- Like external auditors, internal auditors should have their reports included in the annual reports;
- If legalised, so many new quality job opportunities will be created for youths entering the market – this is where the job fund could come in handy.
- Kgosiemang Esau Moloko, Mobile: 084 700 4784
South Africa’s civil society sector, variously known as the nonprofit (NPO) or non-governmental organisation (NGO) sector, plays a vital and often unacknowledged developmental role. In spite of an enlightened Constitution, discrimination and inequity still abound in South Africa. Women, children, people of colour, indigenous peoples, migrants, gay and lesbian groups, and people living with HIV/AIDS, are among particularly vulnerable groups. Although there has been some progress in racial, ethnic, and gender equality since1994, South Africa remains a vastly unequal society, driven by all the worst consequences of pervasive poverty. These include health, education, welfare and human rights failures.
The civil society sector is dedicated to alleviation of these and other damaging socio-economic conditions. Over the past two decades the sector has increasingly filled gaps in government service delivery. It is no exaggeration to contend that without the efforts of organisations of civil society the suffering of the poor, the marginalised and the sick would be significantly more acute. In view of this it seems indefensible that this important sector is experiencing a sustainability crisis. While we do not have current and reliable statistics on funding to the sector, a variety of sources show that most organisations rely on a combination of (diminishing) international funding, corporate social investment, donations from individuals, and a degree of income-generation, often via government contracts. The support of government is erratic at best, as reflected in several recent media exposés. As a result, the sustainability of many important organisations is threatened and many have been forced to close or to drastically reduce staff and associated capacity. These circumstances are greatly exacerbated by the current uncertain economic climate.
With the intention of improving this situation, a group of organisations have published a new report: ‘Critical Perspectives on the Sustainability of the South African Civil Society Sector’. Including an assessment of the functioning of the National Lotteries Distribution Trust Fund (NLDTF) and the National Development Agency (NDA), the report represents the outcome of extensive research and consultation. The objective is to improve the practice of government grant-making and investment in the sector, and in the process contribute to an effective enabling regulatory environment for South African civil society.
The research revealed that the legislated ‘enabling environment’ for civil society requires review and strengthening. The NPO Directorate within the Department of Social Development has been unable to effectively implement its responsibilities in accordance with the Nonprofit Organisations Act. The NLDTF and the NDA have not managed to disburse funding effectively to the sector in accordance with the relevant legislation. The serious lack of current and reliable national data about the size, scope and activities of the sector negatively affects the ability of the sector and of government to support it. Statistics South Africa has not met its obligations in this regard. The sustainability and effectiveness of civil society to address poverty and inequality is compromised by these problems.
The report concludes with a number of practical conclusions and recommendations. Key among these is a call for the National Planning Commission to review the current dysfunctional regulatory environment in consultation with representatives of the sector. Piecemeal adjustments will not work – a cross-government systemic approach must be adopted in order to ensure that the various departments and state-related agencies function in accordance with over-arching developmental policies. The expected outcome of this recommendation should be a holistic framework for the location and effective functioning of the NDA, NLDTF, specific allocations from official development assistance, private philanthropy and corporate social investments, congruent with the developmental state.
Click here to read the full report.
For more information contact:
Colleen du Toit
Mobile: 083 646 8469
Mobile: 082 886 5886
Mobile: 083 443 0227
Charities Aid Foundation (CAF Southern Africa)
CIVICUS: World Alliance for Citizen Participation
Co-operative for Research and Education (CORE)
Southern African NGO Network (SANGONeT)
Legal Resources Centre (LRC)
National Welfare Social Service & Development Forum
To view other NGO press releases, refer to www.ngopulse.org/group/home-page/pressreleases.Date published:07/08/2012Organisation:Charities Aid Foundation (CAF Southern Africa), CIVICUS:World Alliance for Citizen Participation, Co-operative for Research and Education (CORE), Southern African NGO Network (SANGONeT), Legal Resources Centre (LRC), National Welfare Social Service & Development Forum
- FEMNETPlease note: this opportunity closing date has passed and may not be available any more.Opportunity closing date:Friday, August 10, 2012Opportunity type:Employment
FEMNET seeks to appoint a Head of Capacity Building (Ref: FNT-HOCB 2012), based in Nairobi, Kenya, on a three-year renewable full-time contract.
- Through consultation with other programme staff members and key stakeholders design and develop a Capacity Building Programme for the Network;
- Initiate and implement capacity development initiatives and these could be organised at the regional, sub- regional or national level;
- Take the lead in mobilising resources required to implement the Capacity Building Programme activities;
- Identify key partners, resource persons and experts in different fields to support the implementation of the Capacity Building Programme of FEMNET;
- Put in place a monitoring mechanism to assess the extent to which the capacity building program activities are contributing to improved organizing around women’s Rights in Africa and to ensure progress toward desired goals;
- Provide technical and programmatic leadership to ensure quality implementation, and further development of the Capacity Building Programme;
- Work in partnership with other Programmes to identify training needs for staff and members and coordinate its delivery for FEMNET staff generally and for individual FEMNET staff;
- Work with management in programmatic monitoring and evaluation, and continual quality improvement;
- Document best practices and prepare communications for different audiences, including the general public;
- Develop and maintain existing networks and partnerships with projects’ stakeholders and partners;
- Advise FEMNET on capacity issues that the Network would take on arising from the information collected through the capacity building activities throughout Africa;
- Ensure that the narrative and financial reports for the Capacity Building Programme are compiled and submitted in a timely manner to keep all stake holders informed;
- Any other duties that may be assigned.
- Masters degree holder in relevant social sciences with additional relevant trainings;
- Minimum of 5 years relevant work experience at international, regional or sub- regional level;
- Experience in organising and providing/ supporting training and experience sharing events;
- Proven experience in, exposure to, and capability for collaborative work, nurturing of networks and alliances and motivate people;
- Sound knowledge on gender and its mainstreaming strategies, leadership development and generally women’s rights issues in Africa;
- Strong English and French writing skills for report and proposal development;
- Very good communication skills both written and spoken including public speaking and giving presentations to a variety of audiences;
- Well developed interpersonal skills and experience working with multi- cultural teams;
- Highly motivated, result oriented and self-driven person with understanding of due process, financial transparency and accountability, equity issues and how they relate to human rights;
- Proven encourager and promoter of an environment of support conducive to cooperation, collegiality, consultation and collaboration;
- Willing and able to travel mainly in the Africa region;
- Willing to adhere to FEMNET’s beliefs, values and principles that guide its work and programming framework.
To apply, submit a CV with three referees, two of which must be professional, salary expectations with a one-page application cover letter explaining why you are a good candidate for the position, to the Executive Director at email@example.com.
Please indicate the reference number of the position you are applying in the Subject line of the e-mail message.
Please quote the source of this advertisement in your application - NGO Pulse Portal.
Only complete applications will be reviewed and only candidates who have been selected for interview will be contacted. No telephone inquires, and canvassing will lead to automatic disqualification.
For more about FEMNET, refer to www.femnet.or.ke.
For other vacancies in the NGO sector, refer to www.ngopulse.org/vacancies.
Follow and support the 2012 SANGONeT "No Pain No Gain" fundraising and awareness-raising campaign. Refer to www.ngopulse.org/npng for more information or to make a donation.
- Helen Suzman Foundation, Open Society Foundation for South Africa
The Helen Suzman Foundation, in association with the Open Society Foundation for South Africa, is hosting the ‘Third Justice Symposium: The Appointment and Accountability of Judges’ on 16 May 2012 in Johannesburg.
Sir Jeffrey Jowell of the Bingham Centre for the Rule of Law will deliver the keynote address.
Former Chief Justice Pius Langa and legal commentator, Carmel Rickard, will respond.
RSVP: Tim Kenny, E-mail: firstname.lastname@example.org
For more about the Helen Suzman Foundation, refer to www.hsf.org.za.
For more about the Open Society Foundation for South Africa, refer to www.osf.org.za.Event start date:16/05/2012Event venue:The Gordon Institute of Business Science (GIBS) Auditorium 26 Melville Road, Illovo, JohannesburgEvent type:Seminar
- Khanya- AICDD
The African Institute for Community-Driven Development (Khanya- AICDD) is a South African based nonprofit organisation specialising in community-driven development and participatory methodologies. Formed in 1998, it has been consistently working to strengthen livelihoods in Southern Africa in order to bring true empowerment to people of the region.
Khanya-AICDD is conducting a short course entitled: 'Responsive Alternatives - Diversifying Community Development Practice' from 4-7 June 2012 in Braamfontien, Johannesburg.
How do we understand local contexts, capitals and capabilities better? How do we design appropriate and empowering community investments and service delivery agendas? How do we facilitate viable environments for local economies to grow sustainably?
The training will explore and share ideas about different tools to engage in development, through experiential learning and action reflection.
The course is accredited through the centre for Development Studies at the University of Free State. The workshop is accredited in NQF level: 5. The certificate can be used to proof Recognition of Prior Learning (RPL). This accreditation is conditional upon an additional assignment.
The course is designed to introduce participants to:
- Innovative ways of developing alternative strategies to deal with contemporary development challenges;
- New ways of using social development processes to analyse, engage and re-imagine the development context;
- Use tools that are based on participatory methodologies that maximise the efficiency of stakeholder engagement.
If you are a large group interested in this course, or a course at a later date, e-mail to Khanya- AICDD and you will be offered a tailored course for your group.
Previous trainings dealing with the above-mentioned ideas have been adopted as policy in South Africa and Botswana:
- "We gained more than we expected," Participant from a training workshop for DSD Mpumalanga, 2011;
- "Intensive and empowering," Participant from a training workshop for DSD Free Sate, 2010.
Cost: R6 500.
Applications should be sent to email@example.com.
The application deadline is 25 May 2012.
For more about this course, refer to http://goo.gl/JCrkZ.
For more about the African Institute for Community-Driven Development, refer to www.khanya-aicdd.org.
To view other opportunities, refer to www.ngopulse.org/group/home-page/other-opportunities.Event start date:04/06/2012Event end date:07/06/2012Event venue:28 Juta Street, Braamfontein, JohannesburgEvent type:Training