Q Can you provide a brief overview of your professional background and your journey to becoming an Expert in NGO work?
I am a Financial Advisor by profession, registered with the South African Financial Services Board (FSB), and I worked for over 20 years in the Insurance Industry.
While working in corporate, I was always involved in Community Service Initiatives (CSI), where I was able to mobilize colleagues to get involved and make a difference to those needing services. That is where my love for community work grew.
Q What inspired you to work in the non-profit sector?
The satisfaction I get from touching a life or doing a small act of kindness and watching the receiver’s face beaming with gratitude.
Q What personally motivates you to work in the non-profit sector, and how do you stay committed to your organization’s mission during challenging times?
I am motivated by the commitment I made to God that I want to be an instrument to touch lives and contribute to reviving the spirit of Ubuntu.
It depends on what you see as challenging; I view matters as an opportunity to stop, breathe, and re-strategize.
Q Can you share a significant accomplishment of a project that has inspired you to continue working in the NGO space?
I can think of a few, but for now, I will mention the children we started with in 2013 who went through our Early Childhood Development (ECD) center or Kindergarten.
In 2023, we spent 4 days at a camp. The purpose was to touch base with them and check how they were doing, but also ask ourselves if we laid the solid foundation that we were hoping for when we started.
This was to measure our impact and continue tracking them until they finish high school and beyond. They are now in their teens and started high school. We still see some of them as they come to the center for academic support and extracurricular activities.
I am proud to say that, in their different spaces, they are in leadership positions, have developed the love of reading, some excel in sports, and some are involved in performing arts.
Leadership Style
Q How would you describe your leadership style, and how do you believe it has contributed to the success of your work?
I cannot box my leadership style as it depends on the situation. Generally, I am more of a coach and mentor than a leader. I support, guide, and allow people to grow so they can perform to the best of their ability.
There are situations where one needs to be autocratic to ensure clear direction and adherence to the code of conduct or company policy.
The success of my work is dependent on professionalism, critical thinking, and no compromise. Above all, we need to remember that we are dealing with human beings, so we must remain firm but humble. I always stay true to the vision and mission of the organization.
Q In a dynamic and challenging environment, how do you motivate and inspire your team?
No pointing of fingers. We are in it together, so we must take collective responsibility in good and bad times. Of course, if it is compromising our reputation, then it is a different story, and they must face the consequences.
Experience has taught us that people get motivated to give their best, and that alone keeps them going. Acknowledgment is valued a lot by many, so a pat on the back and sending encouraging messages keeps people motivated.
It is not always about money and incentives.
Challenges and Solutions
Q What are the major challenges in the NGO space and how can one overcome them?
Staff or rather volunteer turnover is very high, as people do not have an income or get a very small stipend, so they are forever out and about looking for opportunities. We work with youth, so they migrate a lot.
Working on donor funding projects is not sustainable, as the funding ends in 3 years or so. Just as we are about to see the outcomes of what we started, funding ceases, and lack of resources impacts the work we do.
How to overcome this? Constant resource mobilization, networking, and commitment to the mission.
Collaborations and Partnerships
Q How can NGOs enhance collaboration and partnership with other like-minded organizations and NGOs?
This is not a competition, nor about the number of high-profile people you take pictures with for social media or how many awards one gets. We are in the space of impacting lives, so the sooner we realize that we all have a part to play, no matter the size of the organization, the quicker we will realize the impact of our efforts.
We also do not need to be selfish with information.
Adaptability and Innovation
Q As an IT expert in a constantly changing landscape, how does an NGO stay adaptable and innovative?
The Covid-19 era taught us that we do not need to be in a physical space to impact or realize our work. We provided virtual academic support to learners that could not come to the center.
We also provided online psychosocial support. The pandemic era opened more doors for us to be able to reach even those who did not have the means to come to the center.
Reflection on Current Practices
Q Can you identify any common challenges that NGOs face in their day-to-day operations?
The mindset that this is just NGO policies and rules do not have to be adhered to strictly. Seeing an NGO as a self-enrichment vehicle through donations and fundraising.
Lack of commitment from the strategic leadership of the organizations (Board of Directors), as most accept the roles just for their CVs.
Innovation and Technology
Q Are there specific technological tools or platforms that you believe could benefit NGOs in their work?
Proper Monitoring and Evaluation tools to measure and track the work we do. For us, proper program planning and evaluation are important.
Collaboration and Networking
Q In what ways can NGOs improve collaboration with each other and with other sectors, such as government and private organizations?
Be truthful at networking engagements. Do not portray what you are not, as this has a way of catching up with you. Keep doing what you do best diligently, as this leads to a good reputation and recognition by those that matter.
Always project a professional image of your organization.
Capacity Building
Q How can NGOs enhance their capacity-building efforts to empower their teams and communities they serve?
Keep abreast of developments in the sector. Stop complaining about resources. There are always webinars and online free trainings that can help upskill teams.
Organize workshops with like-minded organizations to empower each other.
Q Are there specific training programs or skills development initiatives that you believe are crucial for NGO staff?
Know and understand Government policies that govern the NGO sector to ensure that one is compliant always.
Measuring and Communicating Impact
Q How can NGOs effectively use storytelling and data to convey the significance of their work?
Have something to show, not just talk. Storytelling is important, especially in one’s own communities, as these will be stories of people or environments they are familiar with, and they would be able to testify to the impact they have seen.
Our work needs to be quantified using the following, but not limited to: number of tasks completed, time spent, quality of the work done, etc.
Financial Sustainability
Q Are there specific strategies for influencing policymakers that you find effective?
Policymakers need to start by acknowledging NGOs as an important sector that contributes to the wellbeing and economy of communities.
When disaster strikes, we are the first responders, yet we are not considered as important stakeholders, only to be treated as by the way or the forgotten stepchild.
If companies need to cut budgets, they start with community initiatives budgets.
Leadership and Organizational Culture
Q What role does leadership play in driving positive change within an NGO, and how can leaders foster a culture of continuous improvement?
Leaders need to understand that they are the visionaries of the NGO and need to be accountable to the board and communities they serve.
Have a measurable mentorship program that will make it easy to pass on the baton, delegate, and share responsibilities. Trust mentees to make decisions and allow mistakes as guides for training needs.
Q How can NGOs ensure sustainability of projects beyond the founders and donor funding?
A main challenge that sees the downfall of NGOs is the failure of founders to have a succession plan. They see this as their own and keep everything closed from everyone else.
NGOs should not be reliant on donor funding. They should have multiple streams of income, like income-generating projects.
