Crisis Head Tells: W
Allegations surfaced over the Fiji Women’s Crisis Centre following the resignation of two trustees. Now the centre’s longtime coordinator Shamima Ali has told why her partner and sister are employed at the centre.
The resignation of trustees Sufinaaz Dean and Maureen Penjueli was published in the Shine a Light column last Saturday.
Ms Penjueli resigned in August, followed by Ms Dean in mid-September. It was alleged to be amid allegations of governance issues.
Ms Penjueli is the coordinator for Pacific Network on Globalisation (PANG). Ms Dean is a director for Communications Fiji Limited (CFL).
They were part of a four-member board of trustees. The other trustees are:
Lanieta Tuimabu – Office Manager at the Fiji Disabled Peoples Federation; and
Vasitai Batirerega – Lecturer at the Fiji National University’s School of Medicine’s Department of Midwifery.
It is widely known in associated circles that Ms Ali’s partner and sister are both employed at the centre.
Ms Ali has been the coordinator of FWCC for more than 30 years. She has been at the helm, fighting and advocating for women’s rights as a paid coordinator since 1986.
Ms Ali’s partner is a former employee of the Fiji Police Force. Tevita Ralulu acts as a police liaison officer for the centre.
Initially, Mr Ralulu was involved with the centre on a voluntary basis while employed as a Police officer.
He later joined and has since been part of the centre’s advocacy work for more than 10 years.
Mr Ralulu specialises in dealing with serious sexual abuse and rape reports received at the centre.
An informed source close to the daily operation of the organisation said he was approached by the donors to join the centre because of his skills as a Police officer.
Both the Australian and New Zealand governments are big funders for the Centre.
Australian High Commissioner John Feakes said: “While Australia supports FWCC to deliver its services, we are not involved in its internal human resourcing processes.”
Outgoing New Zealand High Commissioner, Jonathan Curr, also made a similar comment.
“New Zealand has a long-standing funding relationship with FWCC. Staffing decisions are, however, a matter for the FWCC board and executive.”
Also employed at the centre is Ms Ali’s sister, Tanya Ali. Her Linkedin profile outlined that she joined the centre in June 2014. Tanya has a background in graphics and information. She handles administration work.
When asked about Mr Ralulu and her younger sister, Ms Ali admitted that people personally close to her have been employed by the Centre both currently and in the past.
“There are many reasons for this. Often the skills we are searching for are limited. And not everyone wants to work in the NGO sector when private business pays them more.
“Like every organisation in Fiji we will sometimes have legal relationships – including employment relationships – which give rise to possible conflicts of interest. And like every good organisation in Fiji we manage those conflicts of interest properly, by ensuring that those people in the organisation who have a conflict on any issue do not take part in the decision-making on that conflicting matter.”
THE CENTRE
For 35 years, Ms Ali has been at the forefront of women’s groups’ movements. Her influence among non-government organisations continues to grow, not only in Fiji, but across the region.
Under her leadership, the centre has received millions of dollars from Australia and New Zealand to fund its operations and programmes. Between January 2016 and June 2020 alone, the Australian and New Zealand governments provided harmonized funding to the tune of $17,496,906.
This was cited in the Fiji Women’s Crisis Centre End of Programme Evaluation Report published on April 2, 2020. The report was commissioned by the Australian Department of Foreign Affairs and Trade, the New Zealand Ministry of Foreign Affairs and Trade and FWCC for the centre’s programme over 2016 to 2020.
Of the $17,496,906 funding, Australia provided AUD$8,014,746 (F$11,700,359) and the New Zealand Aid Program F$5,796,546. These funds were directed towards the operation of the centre’s four branches in Nadi, Ba, Labasa and Rakiraki.
While Ms Ali continues to be the voice for the vulnerable members of society, questions have been raised on whether there is a succession plan within the organisation.
IS THERE SOMEONE FIT TO TAKE ON THE ROLE AND BUILD ON THE ACHIEVEMENTS OF MS ALI?
Several sources, who were once senior members of the organisation, had indicated that Edwina Kotoisuva was earmarked to take on the role of coordinator.
Ms Kotoisuva was employed at the centre for more than 18 years. She was the deputy coordinator. Ms Kotoisuva was trained and moulded by Ms Ali.
However, plans for her to succeed Ms Ali did not eventuate. Ms Kotoisuva and her family now reside in Papua New Guinea.
She is the Development Adviser for Cardno Emerging Markets based in PNG.
In her response, Ms Ali said succession planning was vital to every successful organisation to remain sustainable and effective.
“So of course we have a succession plan. We have had one in place for many years.”
IS SUCCESSION PLANNING NECESSARY?
Hassan Khan, the former executive director for the Fiji Council of Social Services, said a succession plan was necessary in any organisation.
“For civil societies or any other organisation to remain healthy, it needs changes every eight to 10 years to ensure growth and a vibrant organisation,” Mr Khan said.
“When you stay for long in an organisation, you feel like you own the organisation.”
This is referred to as the founder’s syndrome, according to several researches and opinions.
A research titled “Are you suffering from Nonprofit Founders Syndrome” noted that the founder’s syndrome can “impede a nonprofit’s growth and progress”.
“Nonprofit Founders Syndrome strikes when a single individual - typically the founder, executive director or other long-term leader - wields a disproportionate amount of power,” the paper stated.
“Worse, these founders resist efforts to redistribute authority or move them out of their current positions. It’s imperative that nonprofits take action to cure the ailment.”