Mahlathini AGM
October 2022
Agenda
1. Welcomeandintros(Tim)(5)
2. Adoption of agenda and taking of minutes (Tim) (5)
3. Clarification of roles and functions of the board (Tim) (5)
4. Treasurer’sreportandevaluationofprojects(Erna&Tim)(60)
5. Brainstorm and discussion –Thematic issues & strategic direction (Tim & Erna) (60)
6. Activity: Vision, and objectives (Tim) (10)
7. Activity: Organizational development (Tim & Erna) (40)
8. Close
Functions of the board
The board has the following roles and functions
uManage the affairs of the organisation in accordance with the
resolutions of the members
uMake decisions, and act on such decisions, which it believes it needs
to make in order to achieve the objectives of the organisation
uAppoint an executive director to manage the day to day running of
the organisation and shall further be party to employment of staff of
the organisation
uRaise funds or to invite and receive contributions.
uBuy, hire or exchange for any property that it needs to achieve its
objectives.
uMake by-laws for proper governance and management of the
organisation and
uSet up sub-committees
Oversee direction and
vision of the
organisation
Ensure the
organisation is
functioning properly
The main role of the board
is:
•keeping an eye on
finances, including signing
financial statements
• To oversee the director
and be here when she needs
support
Rolesintheboard
NPO and NPC-slightly different
uFunctions of board members or directors include
uChair person
uTreasurer
uSecretary
uNPCs need 4 directors
uTimHoughton
uDr Desiree Manicom
uMazwi Dlamini (staff representative)
uErna Kruger (executive director)
uNew directors and board members are meant to be elected every 4
years.
Is everyone happy
with the present
board ?
Tim, Des and Erna fulfil
the roles of chair,
treasurer and secretary
jointly –no specific
designations
Erna has the mandate from
the directors to manage
MDF day to day including
direction and finances
AGMs
The purpose of an Annual General Meeting (AGM) is to:
•Report back to stakeholders from the Office Bearers on the achievements and
work of over the year.
•Make any changes to the constitution.
•Enable members to decide on the policies of the organisation.
uAGMs should be held annually
Vision
Tosupporttheharmoniouslivingof
people in their natural, social and
economic environments in a way that
supports and strengthens both the
people and their environment.
Our vision is further to assist the rural
poor to better their lives, to diversify
their livelihoods and to face their
challenges with resilience.
OBJECTIVES
uDesign and implement innovative projects and
programmes which promote collaborative, pro-
poor agricultural innovation, working in
partnership with other organizations and
communities
uWork at the cutting edge of development
methodology and process, integrating learning
(training), research and implementation into new
models and processes emphasizing synergy and
integration
Financial report
•Between 2021-2022 used a
substantial portion (>50%) of
organisational reserves
~R462 330
•Reserves are built up slowly
over time through
surcharges on staff time and
travel.
•Should also be through
consultancy
CASH FLOW STATEMENT MDF-NPO
for the year ended 28 February 2022
2022 2021
Net cash (utilised)/retained in operating activities
Cash received from donors 4 020 764 3 542 504
Cash utilised from operating (314 394) (68 492)
Cash and cash equivalents at start 754 147 822 639
Cash and cash equivalents at end 439 753 754 147
STATEMENT OF COMPREHENSIVE INCOME MDF-NPC
for the year ended 28 February 2022
2022 2021
Revenue 2 640 783 1 878 931
Expenditure (2 720 225) (1 772 214)
Accounting fees 26 220 18 040
Bank charges2 2383 468
Net (deficit)/ (79 442) 106 717
MDF Income and cash flow 2022-2023
Presentlyamonthlydeficitof~R14300,ifnofurtherfundingreceived.MTandHCRFremaindernotyet
fully secured. If new projects come on board all will be well. If not have to re-plan and rearrange…….Area teams?
Where to save?
EC? And Limpopo?
MDF income and cash flow:2022-2023
Jul-
22
Aug-
22
Oct-
22
Dec-
22
Mar-
23
May-
23
Jun-
23
Jul-
23
Aug 23
-
March
24
Funder
Area
WRC_ESS
Bergville
R46 976,38
R44 313,00
R20 000,00
R62 864,50
ACT
-Ubumbano
Bergville
R30 000,00
WRC
-DSSII
KZN,EC,Limpopo
R100 000,00
R100 000,00
R100 000,00
R133 000,00
R1 200 000,00
WRC
-Sanitation
Limpopo
R53 550,00
R56 763,00
R36 949,00
WWF_VWB
Bgvl
R556 500,00
R180 000,00
R240 000,00
R308 500,00
WWF_CRA
KZN,EC
R300 000,00
MT_CA
-SFIP
KZN
R39 308,82
R100 000,00
SANBI
-LCP
Bgvl
R28 880,00
WWF_WSF
Bgvl
SODI_GIZ
KZN,EC,Limpopo
R230 666,67
R230 666,67
R230 666,67
R1 782 784,00
HCRF
KZN
R510 629,00
R585 380,00
R516 285,20
R564 179,00
R654 979,67
R330 666,67
R56 763,00
R490 666,67
R169 949,00
R3 354 148,50
Funds presently available
R2 413 705,00
Average monthly spend
R295 000,00
Aug22
-July23 monthly avail
R280 739,10
Monthly deficit
R14 260,90
NEW PROJECTS:
•SODI (Dec 2022-Aug2025) R4 877 300,00
•WWF -GTII (Feb 2023-Feb 2025) R3 000 000,00
•MT-SFIP (Dec 2022-Sept 2023) R700 000,00
•Groen Sebenza (Nov 22-Nov 24) R192 000
PRESENT PROJECTS
MDF LEAD:
uMT-CA-SFIP: Adaptive research –Bgvl, SKZN, Midlands (2022-2023)
uWRC-DSSII: Dissemination and scaling of a decision support framework for CCA for
smallholder farmers in South Africa (2022-2025)
uWWF_VWB: Bergville, CA, water access, rangeland restoration (2022-2024)
uSODI_GIZ: CbCCA, water access and solidarity economy
(KZN,EC, Limpopo) –min 6 villages per province (3 new)
MDF COLLABORATION:
uWRC-ESS: Participatory mapping Bergville –UKZN (-2023)
uACT-Ubumbano: Support for single mothers (Dec 2022)
uWWF-WSF: uThukela–INR (2022-2024) follow on from SANBI LCP
RECENTLY COMPLETED:
uWWF_GT: KZN and EC: CbCCA and local food systems (2019-2022)
uMT-CA-SFIP: Adaptive research –Bgvl, SKZN, Midlands (2021-2022)
uSANB-LCP: uThukela Stakeholder forum (2020-2022)
uHCRF: Solidarity Fund–UDM (May-August 2022)
uAmanzi Ethu: DUCT Eco Champs (August 2022)
uUSAID: Resilient Waters Limpopo (November 2021)
PROJECTS IN DEVELOPMENT
•Groen Senbenza: internship
•Wild Trust: isiMangaliso EbA
•SODI: CbCCA, water access
and solidarity economy
(KZN,EC, Limpopo)
•WWF: CbCCA, water access
and solidarity economy
(Areas: ???)
•Aggregation concept: Hub for
supply of inputs, marketing,
training support in
infrastructural development
(funders???)
Successes and difficulties
uA verydedicatedfieldteamwell
focused on getting things done
uAble to achieve substantial progress
in very short periods
uSkill of staff in CRA now coming to
the fore
uClear positive outcomes for farmers
being supported
uGrowing recognition by farmers and
other stakeholders
uGood discipline in expenditure and
management of funds and petty cash
u…..
uAgeing vehicles – many breakdowns,
waiting for repairs, no finances to replace
uField team over extended
uCommunication and coordination
between staff not great
uUse of systems for reporting and
communication not done without constant
reminders and pushing (whatsapp,
monthly reports, VSLA summaries, market
summaries, photograph submissions)
uField monitoring for quantitative data
unreliable and not followed up (rainfall,
runoff, trial layouts, planting, crop
growth…)
uNot enough mentoring and support for
interns and local staff
uDirector unfocused at times – when
traveling and under reporting pressure
u………..
uOVERALLAPPROACH: Innovation systems development
and participatory action research
uVoluntaryvillagebasedlearninggroups
uBasket of prioritized activities and practices
uCyclical planning and review
uFarmer led experimentation
uVALUES:Gendermainstreaming,equity,targeted
support for the most vulnerable,………..
uFOCUSAREAS: Communal tenure communities in
poorest rural areas
uTHEMES: From food security to CbCCA, from rainwater
harvesting to soil and water conservation,
uClimate resilient agriculture (CA, agroecology, soil and
water conservation, livestock integration), microfinance
support (VSLAs and micro enterprise development), local
marketing options
uAdaptive research….. CA SFIP, DSS,
uNetworking: Adaptation Network, PGS-SA, Agroecology
network, ……..
Strategic
Direction
EMERGING THEMES
•Eco champs
•Social justice
•Solidarity
•Local food systems
•Climate resilience impact
•Volumetric water benefit
•Community owned water
infrastructure
•WASH
•Resource conservation
•Bulk loan funds
•PGS
•Multistakeholder forums:
CA, water source forums,
CONTINUE that worked
well
STOP that didn’t work
well
START should be included
WHAT DECISIONS MUST BE MADE?
1. How do we do this?
2. What trends do you see?
3. What realities do you encounter that you feel are important?
4. How could we incorporate these realities into our work?
Strategic Directions
Vision Objectives
uAre you happy with current vision/objectives
statement?
uWhat is missing? What else should be there?
uCan you expand on what’s there?
Organizational development
Critical question 1:
uThink about the current structure of
Mahlathini —is the current structure
the best way to do our work? Area
managers and teams.
Critical question 2:
•What other roles might there be and
how do we organize ourselves to
fulfill these roles? Office, finance,
field work
IMPLEMENTATION FOCUS
uBy area with a lead facilitator (Midlands,
SKZN, Bergville, Matatiele, Limpopo)
uOrganisational functions
uMAZWI: Monthly time sheets and
expenditure summaries by project
invoice. Vehicles. Weeklyteam
meetings
uTEMA: Office equipment and
stationary. Oversee VSLAs.
uNQE: Strategic direction and
implementation of microfinance:
VSLAs, enterprise development, BLFs…
uMICHAEL: Coordination of teams and
work, conflict resolution, networking,
funding opportunities
No support in fund
raising, report
writing, finances