NGOs need to meet exacting standards in their conduct

JOHNS Hopkins University estimated in 2005 that if the NGO sector were a country, it would be the fifth largest economy in the world with a global worth of more than $1 trillion (R12.5 trillion) a year.

But to quote Alexander Cooley, a professor of political science at Barnard College in New York,

“in many ways, they are the least accountable actors on the global scene”. This year’s NGO sexual exploitation and abuse scandal has exposed a culture of impunity among trusted global organisations working with some of the most vulnerable people in the world.

In South Africa, numerous NGOs face serious financial and capacity challenges with many already closing their doors or scaling back their activities.

This is despite the country facing increasing developmental challenges in areas including health, education and poverty alleviation. With recent presidential changes and a cabinet overhaul, the country can only hope for positive change.

But, in the face of the cascade of scandals, the entire NGO sector now finds itself tarred with the same brush of mistrust, and while the sector may feel under the microscope, this is a process that should be embraced for the greater good of humanity and more transparency within the sector.

There are, in fact, no required accountability regulations apart from those which a charity organisation chooses for itself and what it has to its donor and the laws of the country. Accountability to the donor is therefore of critical importance. But it is not enough. The problem in the debate thus far is that accountability is regarded primarily as a vertical dynamic. However, this can no longer be seen as the single viable approach to transparency.

Transparency and accountability need to be treated as a multi-dimensional set of obligations. Organisations need to be horizontally accountable – to the communities where they operate and from whom they obtain legitimacy, as well as fully accountable to the intended beneficiaries. Right now, the danger is that this form of accountability is nothing more than lip-service.

It is of critical importance that the voices of the most vulnerable are empowered to address abuses, as well as any matter pertaining to governance that impacts them.

What does that mean for organisations working with children and young people? It means the civic agency of the voice is upheld, celebrated and given a platform as cultural and organisational practice.

It means young people’s leadership is sought, valued, and empowered by those in power. It means that young people understand that they can hold local, national and international duty-bearers accountable for safeguarding their rights. Within our institution this would begin with the staff of Afrika Tikkun, the executive management and the board.

Non-profits often play a crucial role in policy innovation, policy advocacy, and representation of minority views. They deliver major portions of services, filling in critical gaps in government service delivery, and often deliver services on behalf of government. Non-profit-corporate partnerships help corporate business understand their social impact. The non-profit sector gives articulation to the value of active citizenship and is a significant source of national employment and job growth. The more engaged this sector is, the healthier the democracy. Afrika Tikkun, for example, employs and professionalises more than 400 staff members, 85% of whom are black women from single-parent families in townships.

The good that is achieved, and the successes of any non-profit organisation should not obscure the simple reality that charity is a business like any other, operated by humans whose faults are as numerous and indisputable as those in government and business.

Accepting scrutiny, acknowledging failure and pulling back the curtain on how accountability is shared is not only internally but multi-dimensionally good for everyone.

Donors, media, beneficiaries and friends of the organisation should inform and hold Afrika Tikkun accountable to its policy for child protection. The Afrika Tikkun Child Protection Policy is based on international and national principles, articles and laws.

These provide a comprehensive framework for the protection, care, support and participation of all children and young people, without discrimination, to ensure their well-being.

The policy informs personnel, education and training, management structure, behaviour protocols, communication guidelines, reporting and reaction protocols, and it deals with the ramifications of misconduct.

The policy requires awareness raising and training, including personnel self-care support, prevention measures, monitoring, evaluation and learning.

Lubner is CEO of Afrika Tikkun.