PAST EVENT:
People First Foundation invited NPO Leaders to an open leadership forum with a panel of development specialists. Questions were welcomed by the audience addressing the issues experienced by an NPO leader managing a non-profit organization.
Questions and answers on the day:
Q: How does one refine your focus, so that you dont have burnout, to be able to serve your community successfully? How does one remain relevant?
Q: In the Childrens Act, you are meant to disclose criminal record when employing staff- how do you deal with info that comes our after and also, if you suspect that staff are abusing substances but dont have proof. (directed at DOL panel member)
Q: In relation to work permits, with regard to registering foreign nationals/staff, if they do not benefit from the registration why would you do this or need to?
Q: How can board members play an active role in the organisation? Can their expertise be used in the programming of the organisation in relation to governance?
Q: In relation to Governance - Please provide benchmarks, also highlight the pitfalls..
Q: Regarding governance, if an employee has bad credit record and it affects the org - how best to deal with it?
Q: On substance abuse, if the employee's job suffers or not - can an employer request a test to be done?
Q: On the Draft code of Governance released for public comment - is PFF aware of this and what are the views?
Q: What does it mean to be a leader? Is it about implementing the plans, or to have a close ear to the community's need? HOW DO YOU BALANCE the two?
On the POINT OF BUILDING CAPACITY: Nurture existing strengths and skills and BUILD capacity where there are gaps.
MENTORSHIP : Find someone that has the passion to teach and add value to a persons life. The mentor should walk as an example, and be someone people aspire to be. ALSO - have the experience and that has not just "bought the t-shirt" but has "proof of purchase" - check that the experience has been earned. A mentor - someone that is a "friend", cares and understands. A mentor is someone that is competent. Must be someone that you want to learn from.
- It is common that the natural response is to want to do everything, due to the passion to make a change. AN NGO by its nature is very limited with its resources. It takes about 3-5 yrs for an NGO to stabilise, after the pioneering phase. VERY IMPORTANT to evaluate after this stage and realistically look at WHAT has been successful and then establish WHAT to continue. The Board should assist at this stage to establish the focus.
- Keep your objectives in place and go with where your strengths are.
- With FOCUS: Ask WHY? Why am I in this organisation? When you miss this, that WHY becomes anything...
- Remember: If you are in the NGO to serve, it is not about us. You are there to serve, in the area you serve best.
- Also - When NETWORKING - do pass on the information when you do not have the capacity. It is part of focusing.
- FIND THAT PERSON in the organisation that CAN help to build the story, help with capturing the events and activities...and this is HOW you can start MARKETING your work as an NPO...
Q: In the Childrens Act, you are meant to disclose criminal record when employing staff- how do you deal with info that comes our after and also, if you suspect that staff are abusing substances but dont have proof. (directed at DOL panel member)
- With regards to your company policy - If a company document or via interview you can ask about a criminal record, if it is company policy - it has to be declared. Any person does not have to declare on their CV that they have a criminal record. To note: employers cannot discriminate against people that have been completed rehabilitated. EG.if the person has a criminal record, due to drunk and driving - then a company has to be aware of that in relation to the job responsibilities. Also noting that certain offences should not be held against people, as they need to also be integrated back into society.
- Very important to HAVE A POLICY - and to make this known to the relevant staff member. Also VERY important to have programmes in place to assist staff, Eg. an employee assistance programme.
Q: In relation to work permits, with regard to registering foreign nationals/staff, if they do not benefit from the registration why would you do this or need to?
- If its a work permit or corporate it goes via Home Affairs, but they have to consult DOL. HA will ask DOL if the permit can be issued. What then gets looked at is the contract of employment. DOL would like to see the contract, then they review compliance on both parties. ALSO IT IS NOT TRUE THAT FOREIGN NATIONALS do not benefit from UIF. If you have resigned, you cannot claim. The work permit is for work only, need to reapply if it has expired. eg. seasonal workers that have short term contracts, they have complied to SA legislation and can draw from UIF
Q: How can board members play an active role in the organisation? Can their expertise be used in the programming of the organisation in relation to governance?
- According to Ricardo Wyngaard - from a governance perspective - you have to look at the implications for the company/organisations. Question to your Board - IF your board members get paid, does this pose a risk? To note an eg. of a risk: Some donors do not like it when members get paid. YOU HAVE to weigh up the risks for your organisation. BUT, this is within the law - The Board has to decide what is beneficial for the organisation. RISK MANAGEMENT is a challenge, but needs to be taken into account. Look into a Conflict of Interest Policy. Email [email protected] FOR any further clarity.
- QUESTION: In relation to the special needs sector: If someone is on the Board and is passionately working in the organisation - do they have to step down and become an employee? (and the challenge is would the next person coming into that role be as passionate?) - ANSWER: You can have a full time employee on the Board, whether or not they have a vote on the Board this needs to be discussed and decided by the organisations policies.
- Board members can play a role in and do work and get paid for that. In reality, not all are paid and volunteer their services. In relation to governance, a study that was done in the US - less than 2% of Board members of NPOs (of over one million NPOs) did get paid.
- IMPORTANT to note: Who do we select for our Board members? Critically decide whether or not the person will play a valuable role and contribute to the growth of the organisation.
Q: In relation to Governance - Please provide benchmarks, also highlight the pitfalls..
- In the African context - we have challenges of Board development. We have huge numbers in unemployment, in our context there is an objective challenge to recruit people with the right skills onto your Board. Additionally, we have to take into consideration that some individuals also seek payment, because they are perhaps unemployed and need the income.
- Important to note: If the Board is dysfunctional, the beneficiaries will pay the price. A national guide to serving on Boards has been suggested (according to a study mentioned by Ricardo Wyngaard). One way of ploughing back is to serve on a Board and this should be voluntary (according to Ricardo)
- To note: When serving and recruiting - Board members need to invest beyond attending 4 meetings a year ( acc to Ricardo). Induction is important. Board evaluation is crucial. These are individuals that will be adding to the strategic vision of the organisation.
- Titania mentioned that our MC Taj Aklekker - serves on a number of Boards and lives, breathes and eats Thought Leadership :-)
- Important to RECRUIT BOARD MEMBERS THAT HAVE THE SKILLS - NOT just the TIME. The skill ADDS VALUE to the Vision of the organisation.
- Always recruit on two levels - Criteria - firstly the SKILL and also the Board is responsible to recruit. Recruit at the level of ACTIVE Board involvement eg. Attending meetings and also participating in organisation activities.
- If you recruit at the second level - Strategic involvement /level- people that you are cultivating outside of the organisation, and when their is gap you can call on them.
- Third level of recruitment - cultivate person that can act as Spokespersons for your organistion. Recruitment by association.
Q: Regarding governance, if an employee has bad credit record and it affects the org - how best to deal with it?
- Ricardo states that in a time of recession, this is reality. It should NOT be a disqualifying factor to hire an employee or a Board member. If someone has been convicted in relation to dishonesty - THAT is a DIFFERENT matter in relation to the Companies Act.
- The organisation should also weigh up risks in the event of Board recruitment.
Q: On substance abuse, if the employee's job suffers or not - can an employer request a test to be done?
- DOL panel member answers - It is a challenge - and depends on the policies. BUT A TEST HAS TO BE VOLUNTARY. But there can be a clause iin the employee contract that if can count against that person. BUT THEY CANNOT BE FORCED!!!
- To dismiss someone - an organisation has to have proof and have recorded that this has affected the work of the employee - BUT ALSO PROVE that the organisation has ASSISTED the employee and provided support to the employee.
Q: On the Draft code of Governance released for public comment - is PFF aware of this and what are the views?
- Yes PFF is aware but we are not actively involved with the level of discussion.
- Frank as Chairperson and all trustees - will look into engaging on this level.
- FROM THE FLOOR - MANY QUESTIONS ASKED - are answered in this document.
- Ricardo states that there is about 1/3 of NPOs facing de-registration with the Department of Social development and this indicates that governance is a HUGE challenge.
Q: What does it mean to be a leader? Is it about implementing the plans, or to have a close ear to the community's need? HOW DO YOU BALANCE the two?
- Denzel states that a Leader has influence and can encourage persons to do something. Even as parents - you are a leader to your children. SOME PEOPLE are in formal positions of Leadership - and it is their task to get people to voluntarily walk alongside them. As Leader - you need to touch peoples heart, and lend and ear.
- Take time as a Leader - in the formal position - Genuinely care, ask your employees - How are you?
- Frank Julie states that - ONE OF THE FIRST TASKS of A Leader, when appointed - IS TO WRITE YOUR LETTER OF RESIGNATION. The msg you are conveying - is that I AM NOT HERE FOREVER. By this you are saying that, you are here to build leadership and capacity to ensure that people can reach a higher level and contribute to the growth of an organisation AND CONTINUE without you.
- Taj comments that he has told his colleagues his "sell-by-date" is coming. NOT your Expiry date. :-)
On the POINT OF BUILDING CAPACITY: Nurture existing strengths and skills and BUILD capacity where there are gaps.
MENTORSHIP : Find someone that has the passion to teach and add value to a persons life. The mentor should walk as an example, and be someone people aspire to be. ALSO - have the experience and that has not just "bought the t-shirt" but has "proof of purchase" - check that the experience has been earned. A mentor - someone that is a "friend", cares and understands. A mentor is someone that is competent. Must be someone that you want to learn from.