SAIOH Structuring of SAIOH – Regional Conferences
Description: SAIOH Structuring of SAIOH Regional Conferences and SAIOH Macro Structure N.W. Pieterse SAIOHs Vision Ensuring healthy working environments in Africa through excellence in Occupational Hygiene 2 Current State of Affairs regarding
Related Topics
Download Presentation
"SAIOH Structuring of SAIOH – Regional Conferences" is the property of its rightful owner. Permission is granted to download and print the materials on this website for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Presentation Transcript
slide1. SAIOH Structuring of SAIOH – Regional Conferences and SAIOH Macro Structure N.W. Pieterse<br>
slide2. SAIOH’s Vision “Ensuring healthy working environments in Africa through excellence in Occupational Hygiene” 2<br>
slide3. Current State of Affairs regarding Occupational Hygiene in the Southern African Context 3/20/2017 3 Future growth areas for SAIOH - SADC Countries (Southern Africa):
Angola
Botswana
Democratic Republic of Congo
Lesotho
Madagascar
Malawi
Mauritius
Mozambique
Namibia
Seychelles
South Africa
Swaziland
United Republic of Tanzania
Zambia
Zimbabwe<br>
slide4. Strategic Incentives/Analysis Why should we change Current branch structure and thinking within SAIOH evolved around 9 provinces (Branches) an exclude the rest of Africa.
To cover and further expand the area of influence of SAIOH, will require an alternative structure to establish and manage organic growth points throughout Africa.
One person/councilor not sufficient to manage this in the Southern African Context. SAIOH cannot expect the CAO to manage it from a central point. Capacity and cost issues.
SAIOH members are spread over a large geographical area which makes it impossible just to hop in a car to attend a branch meeting or a council meeting if you are branch chair or a member
This became evident with my discussions with the people of Debswana Mines.
With the re-establishment of the North West Branch it became apparent again that the SAIOH members in Rustenburg seem not be able to attend the meetings due to the distances to Potch. 4<br>
slide5. Strategic Incentives/Analysis Why should we change With Gauteng Branch meeting the same issue, mostly members from Pretoria attended.
Currently the branches are not working or fulfilling their mandate.
It is strategically important for SAIOH in terms of our vision and future growth:
To be more flexible with our structures especially with Branches. Must move away from the provincial branch structure.
To make SAIOH accessible for all our members especially for those members who can not attend branches meeting.
To involve stakeholders on all levels - Regions.
To consider the fact that branch chairs who are far away from SAIOH’s head office or are also working for employers who may not allow them to attend all meetings (5 Council Meeting + 4 Branch Meetings+2 Workshops = 11 days away from work).
To allow younger professionals to take up leader positions without placing them under pressure to attend council meetings 5<br>
slide6. Strategic Incentives/Analysis Why should we change 6 SAIOH’s issue is that we have a large geographical footprint and want to grow beyond the border of SA with very limited resources (Human and Financial).
Had a discussion with some of the branch chairs and members from Botswana and they are very positive about this concept.
Norman Khoza already did some work for a paper presented at the 2016 SAIOH Conference on the concept.
Most members who are based in isolated areas of South Africa (Northern Cape and Limpopo, etc.) complain that they do not have a voice in SAIOH, and that it has become impossible to attend Branch meetings.
Prof Derk Brouwer, informed me that the BOHS and European countries/societies actually expect SAIOH to do this and to fulfill this role in the African Context.<br>
slide7. Strategic Incentives/Analysis Why should we change 7 One of the biggest issues with a central annual SAIOH conference is that it is only accessible for those close by whether it is held in Cape Town, Johannesburg, Pretoria etc.
Our stakeholders like DoL and DME requires also now regional participation and integration in terms of MOU’s and work programs.
Fact- If you do not change and revitalize your strategies, structures, processes and polices at least every 10 years, you are about become redundant as an organization.
Chaos Theory - Suggests that any dynamic system may fall in a state of chaos overtimes due small deviations and changes in a system. So what have changed, the Environment and Demands have changed since 10 year ago.<br>
slide8. Strategic Incentives/Analysis Why should we change 8<br>
slide9. Considerations for Structuring – Centralization versus Decentralization Organizations with insufficient resources have to centralize some activities and resources.
Organizations which are spread over a large geographical error require some decentralization in terms of certain responsibilities, decision making, authority, resources and functions.
Centralization of authority, decision-making powers and for meeting purposes of organizations with a large geographical footprint can be very costly and not effective. Future scenario – consider the cost to get 20 branch chairs to attend a council meeting (X4) for which SAIOH must pay, from Botswana, Namibia etc. 9<br>
slide10. Considerations for Structuring – Centralization versus Decentralization Large geographical areas/footprint may overburden centralized resources and human resources, which we do not have.
SAIOH falls somewhere in between. Large Geographical Footprint but with limited resource requiring a Hybrid between a centralized and decentralized approach.
We want to delegate more powers to Regional Coordinators, Branches and Discussion Groups.
We want to make SAIOH accessible for those who can’t afford to attend branch meetings.
For most of our branch chairs work commitments and cost prevent them from attending council meetings. 10<br>
slide11. Considerations for Structuring – Centralization versus Decentralization 11<br>
slide12. Considerations for Structuring – Centralization versus Decentralization 12<br>
slide13. Considerations for Structuring – Centralization versus Decentralization 13<br>
slide14. Considerations for Structuring – Centralization versus Decentralization 14<br>
slide15. Context and Concepts Regional Conference (Organizational Entity of SAIOH) – Refer to a structure or grouping of professionals and stakeholders in the Occupational Hygiene Field.
Like for example “American Conference of Governmental Industrial Hygienists, professional organization in the field of industrial hygiene”.
It is collection/grouping of individuals that are collectively working together to discuss burning issues related to a specific field.
SAIOH has no intention of doing away with its branches. Instead, the thinking behind the regional conferences and regional coordinators is rather to strengthen the current branches.
Branches will not be provincially orientated anymore e.g. Johannesburg Branch, Potch Branch, Rustenburg Branch. 15<br>
slide16. Context and Concepts In cases where there are insufficient SAIOH members as is warranted, members are urged to establish a Discussion Group first. Creating a organic growth point for development into a branch.
Public and Government entities can register a discussion group in other regions.
Where SAIOH members like for example in “Put Sonder Water”, are not close to any branch or a discussion group, the Regional Coordinators to be the nodal point for raising concerns of these members on council meetings.
Once we establish this then we can grow SAIOH to such an extent that we can justify a CEO.
We need to restructure now for the future.
We want more inputs/participation from branches, non-affiliated members and discussion groups (private and government entities).
Government entities and private companies alike can now also make their voices heard through discussion groups. Can also be a benefit for Organizational Membership. 16<br>
slide17. Purpose The main purposes is to advance, grow and promote Occupational Hygiene through the Regional Conference Concept in Southern Africa.
To establish organic growth points in South Africa and SADC from where SAIOH can foster growth and establish contact with government agencies to promote occupational hygiene in the SADC context. Missionary Concept.
To align SAIOH with NEPAD and SADC policies and agreements. 17<br>
slide18. 18<br>
slide19. 19<br>
slide20. SAIOH Macro Structure – Proposal 1 20<br>
slide21. SAIOH Macro Structure – Proposal 2 21<br>
slide22. How will it work - Process Once a year there must be a General Annual Regional Conference meeting for the Region.
All non affiliated members, branch chairs and discussion group leaders in that region must attend.
The annual general regional meeting will also involve stakeholders on Regional level e.g. universities, government departments and sister organizations.
This will make up the Regional Conference whose purpose it is to advance and promote the Occupational Hygiene Profession and Practice on Regional Level.
The Regional Coordinators will then provide feedback to SAIOH council on the issues discussed.
Regional Conferences will have delegated council functions (sub council portfolio). They will make decisions and vote on issues of importance on Regional Level. 22<br>
slide23. How will it work - Process Branch chairs and discussion group leaders will provide a quarterly report to the Regional Coordinator on their activities. meeting and decisions.
The Regional coordinators will provide a combined report for the Region to be submitted and discussed at SAIOH Council every quarter.
The Regional Coordinators must attend SAIOH Council meetings and will be members of SAIOH Management Board.
Not necessary for branch chair and discussion group leaders to attend all council meetings because they attend the General Annual Regional Conference meeting. 23<br>
slide24. How will it work - Process They will provide reports to council through the Regional Coordinator. This will allow younger professionals with work responsibilities to take up leading roles in discussion groups and branches, without the hassle being away from work too much.
SAIOH can have one national conference biennially, with Regional SAIOH Conferences alternating between meetings making SAIOH Conferences more accessible.
Branches and discussion groups must arrange for workshops as the case was in the past.
A Regional Coordinator will vote on behalf of all branches and discussion groups within region on SAIOH Council, provided that consensus (by vote) is reached with all branches and discussion groups. 24<br>
slide25. Benefits 25 We will now have a structure in place to grow Occupational Hygiene in the African Context (Organic Growth Structure).
Regions and branches will have more autonomy.
SAIOH will now engage with stakeholders on Regional Level and not only on national level anymore (Quite a attractive future for DoL as this now will involve their Regional Inspectors, which sometimes find it difficult to attend meeting and conferences).
We create a platform to engage with universities and training institutions on Regional Level to enhance training of Occupational Hygiene Professionals.
SAIOH will be more accessible and through the regional coordinators provide a voice for all SAIOH members, branches to raise their concerns directly to SAIOH Council.<br>
slide26. Benefits 26 Companies employing Occ Hygiene Professionals now can create a platform via Discussion Groups, for their personnel to give inputs and raise concerns directly with SAIOH.
Organizational membership benefits can now include the above.
If we can implement and grow the structure, SAIOH can appoint a CEO in 3 years time.
If a branch/discussion group collapses it will not affect such a large geographical area.
No additional positions required with amalgamation of the marketing, liaisons and communications portfolio.’
Video and Web based conferencing now make is possible to connect people – SAIOH has to invest in this capability to make this work.
Workload sharing<br>
slide27. Weak Points and Pitfalls 27 Appointing persons that are not dedicated in the Regional Coordinators, Branch Chairs and Discussion Group Leaders positions.
Internal viewpoints and opposition by a handful of individuals can in essence sink a very good concept.
Need to have a proper implementation plan and it needs to be formally communicated and promoted to all SAIOH members.
Some cost will be involved with implementation, especially if we consider and admin support personnel to assist with the administration of Regions and Branches (which can also be a benefit).
If not maintained properly it will fall into a state of CHAOS.
Lack of commitment to make it work within council.
Lack of continuity and the will power to see it through to the end.<br>
slide28. Way Forward 28 Need urgent decision from ExCo and council to continue.
Have to create a budget for implementation.
Need a phased implementation plan with budget allocated - Norman.
Requires a phased implementation plan:
Phase 1 – Communicate Change and do Change Management.
Phase 2 – Prepare budgets for implementation and maintenance.
Phase 3 – Elect and Implement Regional Structure.
Phase 4 – Identifies areas for the establishment of new Branches and Discussion Groups
Phase 5 - Establish Branch and Discussion Groups in identified areas earmarked for growth.
Phase 6 – Assist, develop and grow Branches and Discussion Groups.
Phase 7 – Grow SAIOH to 2500 members in the Southern African Context.
Phase 8 – Appoint CEO.<br>
slide29. Questions 29<br>
slide2. SAIOH’s Vision “Ensuring healthy working environments in Africa through excellence in Occupational Hygiene” 2<br>
slide3. Current State of Affairs regarding Occupational Hygiene in the Southern African Context 3/20/2017 3 Future growth areas for SAIOH - SADC Countries (Southern Africa):
Angola
Botswana
Democratic Republic of Congo
Lesotho
Madagascar
Malawi
Mauritius
Mozambique
Namibia
Seychelles
South Africa
Swaziland
United Republic of Tanzania
Zambia
Zimbabwe<br>
slide4. Strategic Incentives/Analysis Why should we change Current branch structure and thinking within SAIOH evolved around 9 provinces (Branches) an exclude the rest of Africa.
To cover and further expand the area of influence of SAIOH, will require an alternative structure to establish and manage organic growth points throughout Africa.
One person/councilor not sufficient to manage this in the Southern African Context. SAIOH cannot expect the CAO to manage it from a central point. Capacity and cost issues.
SAIOH members are spread over a large geographical area which makes it impossible just to hop in a car to attend a branch meeting or a council meeting if you are branch chair or a member
This became evident with my discussions with the people of Debswana Mines.
With the re-establishment of the North West Branch it became apparent again that the SAIOH members in Rustenburg seem not be able to attend the meetings due to the distances to Potch. 4<br>
slide5. Strategic Incentives/Analysis Why should we change With Gauteng Branch meeting the same issue, mostly members from Pretoria attended.
Currently the branches are not working or fulfilling their mandate.
It is strategically important for SAIOH in terms of our vision and future growth:
To be more flexible with our structures especially with Branches. Must move away from the provincial branch structure.
To make SAIOH accessible for all our members especially for those members who can not attend branches meeting.
To involve stakeholders on all levels - Regions.
To consider the fact that branch chairs who are far away from SAIOH’s head office or are also working for employers who may not allow them to attend all meetings (5 Council Meeting + 4 Branch Meetings+2 Workshops = 11 days away from work).
To allow younger professionals to take up leader positions without placing them under pressure to attend council meetings 5<br>
slide6. Strategic Incentives/Analysis Why should we change 6 SAIOH’s issue is that we have a large geographical footprint and want to grow beyond the border of SA with very limited resources (Human and Financial).
Had a discussion with some of the branch chairs and members from Botswana and they are very positive about this concept.
Norman Khoza already did some work for a paper presented at the 2016 SAIOH Conference on the concept.
Most members who are based in isolated areas of South Africa (Northern Cape and Limpopo, etc.) complain that they do not have a voice in SAIOH, and that it has become impossible to attend Branch meetings.
Prof Derk Brouwer, informed me that the BOHS and European countries/societies actually expect SAIOH to do this and to fulfill this role in the African Context.<br>
slide7. Strategic Incentives/Analysis Why should we change 7 One of the biggest issues with a central annual SAIOH conference is that it is only accessible for those close by whether it is held in Cape Town, Johannesburg, Pretoria etc.
Our stakeholders like DoL and DME requires also now regional participation and integration in terms of MOU’s and work programs.
Fact- If you do not change and revitalize your strategies, structures, processes and polices at least every 10 years, you are about become redundant as an organization.
Chaos Theory - Suggests that any dynamic system may fall in a state of chaos overtimes due small deviations and changes in a system. So what have changed, the Environment and Demands have changed since 10 year ago.<br>
slide8. Strategic Incentives/Analysis Why should we change 8<br>
slide9. Considerations for Structuring – Centralization versus Decentralization Organizations with insufficient resources have to centralize some activities and resources.
Organizations which are spread over a large geographical error require some decentralization in terms of certain responsibilities, decision making, authority, resources and functions.
Centralization of authority, decision-making powers and for meeting purposes of organizations with a large geographical footprint can be very costly and not effective. Future scenario – consider the cost to get 20 branch chairs to attend a council meeting (X4) for which SAIOH must pay, from Botswana, Namibia etc. 9<br>
slide10. Considerations for Structuring – Centralization versus Decentralization Large geographical areas/footprint may overburden centralized resources and human resources, which we do not have.
SAIOH falls somewhere in between. Large Geographical Footprint but with limited resource requiring a Hybrid between a centralized and decentralized approach.
We want to delegate more powers to Regional Coordinators, Branches and Discussion Groups.
We want to make SAIOH accessible for those who can’t afford to attend branch meetings.
For most of our branch chairs work commitments and cost prevent them from attending council meetings. 10<br>
slide11. Considerations for Structuring – Centralization versus Decentralization 11<br>
slide12. Considerations for Structuring – Centralization versus Decentralization 12<br>
slide13. Considerations for Structuring – Centralization versus Decentralization 13<br>
slide14. Considerations for Structuring – Centralization versus Decentralization 14<br>
slide15. Context and Concepts Regional Conference (Organizational Entity of SAIOH) – Refer to a structure or grouping of professionals and stakeholders in the Occupational Hygiene Field.
Like for example “American Conference of Governmental Industrial Hygienists, professional organization in the field of industrial hygiene”.
It is collection/grouping of individuals that are collectively working together to discuss burning issues related to a specific field.
SAIOH has no intention of doing away with its branches. Instead, the thinking behind the regional conferences and regional coordinators is rather to strengthen the current branches.
Branches will not be provincially orientated anymore e.g. Johannesburg Branch, Potch Branch, Rustenburg Branch. 15<br>
slide16. Context and Concepts In cases where there are insufficient SAIOH members as is warranted, members are urged to establish a Discussion Group first. Creating a organic growth point for development into a branch.
Public and Government entities can register a discussion group in other regions.
Where SAIOH members like for example in “Put Sonder Water”, are not close to any branch or a discussion group, the Regional Coordinators to be the nodal point for raising concerns of these members on council meetings.
Once we establish this then we can grow SAIOH to such an extent that we can justify a CEO.
We need to restructure now for the future.
We want more inputs/participation from branches, non-affiliated members and discussion groups (private and government entities).
Government entities and private companies alike can now also make their voices heard through discussion groups. Can also be a benefit for Organizational Membership. 16<br>
slide17. Purpose The main purposes is to advance, grow and promote Occupational Hygiene through the Regional Conference Concept in Southern Africa.
To establish organic growth points in South Africa and SADC from where SAIOH can foster growth and establish contact with government agencies to promote occupational hygiene in the SADC context. Missionary Concept.
To align SAIOH with NEPAD and SADC policies and agreements. 17<br>
slide18. 18<br>
slide19. 19<br>
slide20. SAIOH Macro Structure – Proposal 1 20<br>
slide21. SAIOH Macro Structure – Proposal 2 21<br>
slide22. How will it work - Process Once a year there must be a General Annual Regional Conference meeting for the Region.
All non affiliated members, branch chairs and discussion group leaders in that region must attend.
The annual general regional meeting will also involve stakeholders on Regional level e.g. universities, government departments and sister organizations.
This will make up the Regional Conference whose purpose it is to advance and promote the Occupational Hygiene Profession and Practice on Regional Level.
The Regional Coordinators will then provide feedback to SAIOH council on the issues discussed.
Regional Conferences will have delegated council functions (sub council portfolio). They will make decisions and vote on issues of importance on Regional Level. 22<br>
slide23. How will it work - Process Branch chairs and discussion group leaders will provide a quarterly report to the Regional Coordinator on their activities. meeting and decisions.
The Regional coordinators will provide a combined report for the Region to be submitted and discussed at SAIOH Council every quarter.
The Regional Coordinators must attend SAIOH Council meetings and will be members of SAIOH Management Board.
Not necessary for branch chair and discussion group leaders to attend all council meetings because they attend the General Annual Regional Conference meeting. 23<br>
slide24. How will it work - Process They will provide reports to council through the Regional Coordinator. This will allow younger professionals with work responsibilities to take up leading roles in discussion groups and branches, without the hassle being away from work too much.
SAIOH can have one national conference biennially, with Regional SAIOH Conferences alternating between meetings making SAIOH Conferences more accessible.
Branches and discussion groups must arrange for workshops as the case was in the past.
A Regional Coordinator will vote on behalf of all branches and discussion groups within region on SAIOH Council, provided that consensus (by vote) is reached with all branches and discussion groups. 24<br>
slide25. Benefits 25 We will now have a structure in place to grow Occupational Hygiene in the African Context (Organic Growth Structure).
Regions and branches will have more autonomy.
SAIOH will now engage with stakeholders on Regional Level and not only on national level anymore (Quite a attractive future for DoL as this now will involve their Regional Inspectors, which sometimes find it difficult to attend meeting and conferences).
We create a platform to engage with universities and training institutions on Regional Level to enhance training of Occupational Hygiene Professionals.
SAIOH will be more accessible and through the regional coordinators provide a voice for all SAIOH members, branches to raise their concerns directly to SAIOH Council.<br>
slide26. Benefits 26 Companies employing Occ Hygiene Professionals now can create a platform via Discussion Groups, for their personnel to give inputs and raise concerns directly with SAIOH.
Organizational membership benefits can now include the above.
If we can implement and grow the structure, SAIOH can appoint a CEO in 3 years time.
If a branch/discussion group collapses it will not affect such a large geographical area.
No additional positions required with amalgamation of the marketing, liaisons and communications portfolio.’
Video and Web based conferencing now make is possible to connect people – SAIOH has to invest in this capability to make this work.
Workload sharing<br>
slide27. Weak Points and Pitfalls 27 Appointing persons that are not dedicated in the Regional Coordinators, Branch Chairs and Discussion Group Leaders positions.
Internal viewpoints and opposition by a handful of individuals can in essence sink a very good concept.
Need to have a proper implementation plan and it needs to be formally communicated and promoted to all SAIOH members.
Some cost will be involved with implementation, especially if we consider and admin support personnel to assist with the administration of Regions and Branches (which can also be a benefit).
If not maintained properly it will fall into a state of CHAOS.
Lack of commitment to make it work within council.
Lack of continuity and the will power to see it through to the end.<br>
slide28. Way Forward 28 Need urgent decision from ExCo and council to continue.
Have to create a budget for implementation.
Need a phased implementation plan with budget allocated - Norman.
Requires a phased implementation plan:
Phase 1 – Communicate Change and do Change Management.
Phase 2 – Prepare budgets for implementation and maintenance.
Phase 3 – Elect and Implement Regional Structure.
Phase 4 – Identifies areas for the establishment of new Branches and Discussion Groups
Phase 5 - Establish Branch and Discussion Groups in identified areas earmarked for growth.
Phase 6 – Assist, develop and grow Branches and Discussion Groups.
Phase 7 – Grow SAIOH to 2500 members in the Southern African Context.
Phase 8 – Appoint CEO.<br>
slide29. Questions 29<br>