Obert Madondo's August 17 2010 APPEAL to CAP AIDS Board

8/8/2019 Obert Madondo's August 17 2010 APPEAL to CAP AIDS Board

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Below is ObertMadondosAugust 17 appeal to the board of directors of the Canada Africa

Partnership on AIDS (CAP AIDS), to address the organizations exploitative work environment

and other issues. On Friday, August 18, the CAP AIDS board reacted by firing Obert from his

position as Executive Director.

.

Please note that this e-mail is rather long... I have attached the word version! Also, my discussion is

uncharacteristically frank!

Dear CAP AIDS Director,

Greetings!

When I took over as Executive Director in May 2008, CAP AIDS was a sinking ship. The organization was

in a fragile financial situation. My report to the CAP AIDS Board Meeting of July 11, 2008, indicated that

CAP AIDS near-future expected income was $90 535.00, against unavoidable operational program costs

amounting to $82 166.00. There were no prospects for immediate future institutional funding. CAP AIDS

was homeless, after being unceremoniously kicked out of the previous office leased from the outgoing

Executive Directors friend, also a former CAP AIDS Director.

This unfortunate situation was partly a consequence of the fallout between the CAP AIDS Board and the

Executive Director, and the Boards apparent lack of foresight. Earlier in March, the Board had approved

a highly misleading budget for 2008-09. The fundraising figures in the budget were deliberately inflated

to give the impression that CAP AIDS would grow its fundraising revenues from $370 000 in 2007-08 to

$470 000 in 2008-09.

A more truthful budget would have given a figure much lower than the 2007-08 one. There was no

institutional funding on the horizon. Some elements of the budget were highly questionable. Forexample: Break the Silence ($50 000); Corporate Donations ($25 000); Bike for Humanity ($50 000);

Vancouver Foundation ($5 000); Harbinger Foundation ($5 000) and Ontario Trillium Foundation ($5

000). As you may already know, I alerted the Board to these questionable projections in April 2008 and,

subsequently, the 2008-09 budget was significantly revised to reflect reality.

However, a hurtful blame game has dominated the reporting and interpretation of the CAP AIDS

financial situation in the last two years. Directors have consistently tried to blame me for the decline in

fundraising revenues in the last two years. They have noticeably avoided mentioning the following

contributing factors:

Downturn in the global (and Canadian) economy, which created difficult fundraising climate, in the past

18 monthsDeclining attention being paid to AIDS in Africa by the Western public and governments

CAP AIDS lack of a major institutional donor (ie CIDA)

CAP AIDS overwhelming workload and staffing crisis

Today, CAP AIDS is back on its feet and stable. The organization now has a new, affordable and

accessible office and a new 3-year project funded by CIDA. The CAP AIDS website has been overhauled

and now more accurately reflects the organizations activities and accomplishments in Africa and



Canada. A draft 3-year plan has been developed to guide the organisation forward. More than 160

essential documents/tools have been developed. At least 100 CAP AIDS documents/tools were updated.

The organization has embraced the social media with new fundraising-friendly communications tools

Facebook Page, Twitter Account, YouTube account and Flick. In late 2009, the Executive Director

introduced a new scale-up approach to CAP AIDS events/campaign, starting with the 2009 World AIDS

Day event.

All these milestones came against the backdrop of a shrinking human resource base, and sky-rocketing

organizational expectations. CAP AIDS effectively ceased to be an organization that can be realistically

run by one employee in 2006. In the summer of 2007, the organization almost fulfilled its staff

requirements - with 4 part time employees (ED, Program Coordinator, and 2 Summer Students).

Additionally, the organization hired 2 contracted event coordinators.

By the time I took over as Executive Director in 2008, CAP AIDS staff compliment had sharply declined

to 1 full-time employee (Executive Director). I hired one, 7-week Summer Student intern and one paid

B2CA contractor. From May 2008 to December 2008, I was responsible for:

Fundraising (fundraising events and Direct Mail campaigns);

Volunteer Development and Coordination Public Engagement

Governance/Board Support

Development & Management of Organizational Structure

Communications and Public Relations

Programs (project proposals, project management, project reporting)

Finance

Human Resources Management

General Administration

Annual General Meeting

Supporting 3rd

party events

Developing a new multi-year proposal to be submitted to the Canadian International Development Agency (CIDA).

In 2009 the staff compliment consisted of 1 full time employee (Executive Director) and 1 temporary

administrative assistant (June - September). My workload increased substantially as a result of:

E xtensive overhaul of the CAP AIDS website

Development of new social media/communications tools

New scale-up approach to CAP AIDS and 3rd

party events

New CIDA project, approved in October 2009.

From January to July 2010 the staff compliment was 1 full-time employee (Executive Director) and 1

summer student (7 weeks). The organization hired a paid coordinator for the Vancouver bike-a-thon

event in May/June. My responsibilities increased even further with the new CIDA project. CIDA

approved funding for the following 3 employees to work on the project: Executive Director (1 day per

week); Project Officer (2 days per week); and Public Engagement Coordinator (1 day per week). But CAP

AIDS did not hire these required resources. So, in addition to the regular event/fundraising and

administration responsibilities listed above, I also performed the duties of 3 employees dedicated to the

CIDA VSF Project S-064673 project.



Through my updates to the Board, and regular conversations with the President, I have repeatedly

articulated the fact that the workload was increasingly becoming unmanageable. Although the Executive

Directors Job Description guarantees paid administrative assistance, no such assistance was provided

between May 2008 and July 2010. Also, the Executive Directors Job Description stipulates that I work

only 35 hours per week. But the precarious resource base and staffing crisis dictated that I make

unprecedented personal sacrifices to my health and social life. From May 2008 to July 2010, I have

worked as follows:

Average 60 80 hours per week

At least 50 weekends

At least 60 times overnight or into the early hours of the next day

More than 200 evenings

Made more than 50 trips to the bank

Commuted at least 30 times to CAP AIDS Signatories offices to get checks and wire transfers signed

Coordinated 9 fundraising events

Conducted more than 19 public engagement events

Worked a minimum of 6 000 unpaid hours (Minimum 1900 in 2008; minimum 3000 in 2009 and

minimum 1 700 in 2010)

Created or responded more than 6 000 e-mailsWorked most Canadian statutory holidays

Took no vacation

Created more than 160 original documents/reports for CAP AIDS

Revised/Updated more than 100 CAP AIDS reports/documents

At the beginning of 2009, I quit my studies at the University of Toronto to give CAP AIDS the extra time

required to keep the organization afloat

On numerous occasions, I went without a salary because CAP AIDS bank balances were too low

From May 2008 to December 2009, I performed the duties of at least 4 regular, paid, employees.

Between January 2010 and July 2010, I performed the duties of at least 4 regular, paid employees PLUS

3 additional regular, paid, employees dedicated to the CIDA project

Between May 2008 and December 2009, I sacrificed my private home to accommodate the CAP AIDSfurniture and other property, which could not be accommodated at the temporary office we occupied

from June 2008 to December 2009

Between May 2008 and July 2010, the work environment at CAP AIDS was highly stressful, highly

exploitative, and characterized by: overwhelming workload; sky-rocketing and highly disproportionate

organizational expectations; a precarious resource base; acute staff shortage; emotional isolation;

micro-managing by the Board; blurred lines of accountability; and board interference in management

processes and decisions.

The work environment stripped me of the ability to create a reasonable work-life balance. I was forced,

directly and indirectly, to overwork to exhaustion. Its possible that, due to my commitment to CAP

AIDS, and to the fight against the global HIV+AIDS pandemic, I would not have complained. But recent

developments have made it imperative that I break the silence. These include:

The CAP AIDS Board is currently treating me worse than used toilet paper!

The recent Executive Director performance review, which was deeply flawed. The reviewers gave an

incomplete representation of the Executive Directors work, severely understated my strengths and

achievements, and downplayed the CAP AIDS workload.



I have endured sustained harassment by CAP AIDS Directors in the last nine months. I believe that the

harassment was part of a sustained effort to disempower me and diminish my prospects of becoming

the CAP AIDS next Executive Director

The tension-laden communication of June 29, 2010 left me intimidated, humiliated, disempowered,

abused, harassed, isolated

Implicit and explicit off-the-cuff judgements of the Executive Directors performance have escalated in

the last couple of months

The prevailing environment is characterised by emotional isolation, exclusion and discrimination

I was especially shocked to learn that it was unprofessional to remind CAP AIDS Directors of the

increasing workload and persistent exploitative environment. During the feedback to the review of my

performance, one Director said: W hile Obert works hard, we all do in our professional lives; his constant

reference to being overworked (and most recently exploited) is unprofessional.

Does this Director imply that CAP AIDS employees have no right to speak out against a highly stressful,

unsupportive and exploitative work environment? Is this the CAP AIDS Boards collective position?

As a new immigrant to Canada, I could have easily yielded to the violence, threats, intimidation,harassment, emotional isolation, exclusion and discrimination - by taking off! I could have chosen to

protect my personal relationships that are intimately connected with CAP AIDS. But I choose to do the

right thing for CAP AIDS, and for the partnership of the people of Canada and Africa in the struggle

against AIDS. I therefore sincerely ask the CAP AIDS Board to urgently address the following issues:

CAP AIDS ENTRENCHED CULTURE OF EMPLOYEE EXPLOITATION

DIRECTLY AND INDIRECTLY FORCED TO OVERWORK

BOARDS NEGLECT OF, AND CONTRIBUTION TO, HIGHLY STRESSFUL, UNSUPPORTIVE & EXPLOITATIVE

WORK ENVIRONMENT

HIGHLY DECEPTIVE AND EXPLOITATIVE EXECUTIVE DIRECTOR'S JOB DESCRIPTION

MYTHS & MISCONCEPTIONS ABOUT VOLUNTEERS' ROLE AND CAP AIDS ABILITY TO ENGAGE

VOLUNTEERSCAP AIDS DIRECTORS AS VOLUNTEERS

WRONG ASSUMPTION THAT RESPONSIBILITY FOR REPORTING FOR CIDA PROJECT CAN BE OUTSOURCED

TO VOLUNTEERS

EXECESSIVE BOARD INVOLVEMNT AND INTERFERENCE IN MANAGEMENT DECISIONS AND PROCESSES /

UNDERMINING EXECUTIVE DIRECTORS POSITION AND AUTHORITY

VIOLATION OF CAP AIDS DIRECTORS CODE OF CONDUCT AND OTHER POLICIES

EXECUTIVE DIRECTORS PERFORMANCE REVIEW: FLAWED, BIASED AND MANIPULATED

THE BLAME GAME

HARASSMENT BY MANZUR MALIK BETWEEN NOVEMBER 2009 AND JUNE 2010

CONFUSING AND HURTFUL COMMUNICATION BETWEEN PRESIDENT AND EXECUTIVE DIRECTOR:

JANUARY 2010 AND JUNE 2010

MANIPULATED, MISINTERPRETED AND VIOLENCE-LADDEN COMMUNICATION OF TUESDAY, JUNE 29,

2010

HARASSMENT BY SARAH PUGH

TENDENCY TOWARDS A CRIPPLING ENVIRONMENT OF ALLIANCE AND LOBBYING

EXECUTIVE DIRECTOR HIRING PROCESS: A VEILED TERMINATION PROCESS?

ACCOUNTABILITY FOR FUNDS TRANSFERED TO UGANDA IN JULY 2009

UNFULFILLED OBLIGATIONS UNDER CIDA PROJECT



1) CAP AIDS ENTRENCHED CULTURE OF EMPLOYEE EXPLOITATION

As stated earlier, CAP AIDS effectively ceased to be an organization that can be realistically run by one

employee in 2006. In the summer of 2007, the organization almost fulfilled its staff requirements - with

4 part-time employees (Executive Director, Program Coordinator, and 2 Summer Student interns).

Additionally, the organization contracted two event coordinators - 1 national Bike 2 CAP AIDS

coordinator and 1 Vancouver bike-a-thon coordinator.

The 2 Summer Student interns were dedicated to the Bike to CAP AIDS Campaign, Shut Up and Do

Something Campaign and Administration. The 2 subcontractors were engaged solely for Bike to CAP

AIDS 2007. The main responsibilities of the 2 employees were:

a) Fundraising

b) Volunteer Development and Coordination

c) Public Engagement

d) Governance/Board Support

e) Development & Management of Organizational Structure

f) Communications and Public Relations

g) Programs

h) Financei) Human Resources Management

j) General Administration

k) Annual General Meetings

l) Support of 3rd

party events

In 2008 the staff compliment sharply declined to 1 full-time employee (Executive Director) and 1, 7-

week Summer Student. The organization hired 3 contracted Bike-a-thon coordinators for about 8 weeks.

The 2 Summer Student intern was dedicated to Bike to CAP AIDS 2008, Shut Up and Do Something

Campaign and Administration. The 2 subcontractors were engaged for Bike to CAP AIDS 209. As

Executive Director and sole CAP AIDS employee, I was responsible for, and performed, the following:

a) Fundraising: Eventsi) Bike 2 CAP AIDS 2008 National: Co-planned and coordinated campaign; updated campaign

documents; engaged, trained and supported regional volunteers; created and managed Artez Event

Page; created or updated Artez user messages; created campaign page on website; send invitations and

reminders; updated social media tools; etc.

ii) Bike 2 CAP AIDS 2008 Toronto: co-planned and coordinated event; updated event documents;

identified, engaged, trained and supported volunteers; updated location page on Artez Event Page; send

invitations and reminders; updated social media tools; etc.

iii) SUADS 2008 Campaign: Coordinated campaign

iv) W orld AIDS Day 2008: Supported volunteer team; addressed event

v) ST W M Charity Challenge 2008: Planned campaign; created CAP AIDS profile call to action for

campaign hosts website; prepared and submitted CAP AIDS materials for Artez fundraising page; etc.

vi) General: performed data entry; and issued tax receipt and thank you letters

b) Fundraising: Grant Proposals

i) Developed proposal submitted to Kenoli Foundation

ii) Developed proposal submitted to Lundin for Africa

iii) Developed proposal submitted to HIV+AIDS Global Engagement Grants Programme (2008-2009)

c) Volunteer Development and Coordination

i) Recruited, trained, supervised and supported at least 6 active volunteers

d) Public Engagement



i) Prepared presentations; traveled; and delivered presentations

ii) Conducted general public engagement activities

e) Governance/Board Support

i) Attended Board Meetings

ii) Prepared and presented Executive Directors Reports to the Board

iii) Prepared miscellaneous Board support documentation

f) Development & Management of Organizational Structure

i) Hired, trained, supervised, supported and evaluated 2008 Summer Student intern

g) Communications and Public Relations

i) Newsletters: Created newsletter editorial team; gathered content; coordinated newsletter

production; created /updated mailing lists; mailed newsletter

ii) W ebsite: Conducted research dedicated to planned website overhaul

h) Programs:

i) Compiled and submitted End-of-Project Report for Safe Livelihoods project

ii) Compiled and submitted End-of-Project Project for Youth United to CAP AIDS project

iii) Created new major project proposal (CIDA VSF)

iv) Managed International Youth Internship Program (IYIP)

i) Financei) Banking

ii) Budget formulation

iii) Wire Transfers

iv) Periodic financial reports

v) Financial audit

vi) Financial records and documentation

vii) bill payment

viii) creation of reports for bookkeeper

j) Human Resources Management

i) Created job descriptions

ii) Hired, trained and supervised summer student intern, B2CA2008 National Coordinator andvolunteers

k) General Administration

i) Maintained office

ii) Maintained filing system; and organized and filed documents;

iii) Procured and stored supplies

iv) Maintained office equipment - computers, copier, etc.

v) Reception: answered phone, responded to voice mail, responded to email, opened and responded

to mail; send info packages to those that request them, etc.

vi) Finance: received bills/invoices; prepared cheques, arranged for cheque-signing, mailed payments,

provided source documents and bank statements to accountant; arranged for electronic funds- transfers

to Africa, etc.

vii) Deposits: processed donations in data-base; filled deposit book, made deposits

viii) Tax receipts: produced list of those needing receipts; printed tax receipts and thank you letters

ix) Monitored on-line donations and send thank you letters to donors

x) Correspondence

l) Annual General Meeting

i) Venue booking; invitations; Annual Report; Materials



m) Support of 3rd

party events

From May 2008 to December 2008, the working environment at CAP AIDS was highly exploitative, highly

stressful and characterized by:

Overwhelming workload

High and disproportionate expectations

Precarious resource base

Acute staff shortage

Emotional isolation

In 2009 the staff compliment consisted of 1 full time employee (Executive Director) and 1 temporary

Resource Development Assistant (June - September). The Resource Development Assistant was engaged

to help with: Bike to CAP AIDS 2009; development of a new proposal to the CIDA International Youth

Internship Program (IYIP); and Administration.

As Executive Director and sole CAP AIDS employee, I was responsible for, and performed, the following:

a) Fundraising: Events

i) Bike 2 CAP AIDS 2009 National: Planned and coordinated campaign; updated campaign documents;identified, engaged, trained and supported regional volunteers; created and managed Artez Event Page;

created or updated Artez use messages; created campaign page website; send invitations and


ii) Bike 2 CAP AIDS 2009 Toronto: planned and coordinated event; updated event documents;



iii) SUADS Campaign: planned campaign; created website/blog; engaged schools; etc.

iv) W orld AIDS Day 2009: co-planned and coordinated campaign; fundraised; sold tickets; acquired

silent auction items and sponsorship; addressed event, etc.

v) ST W M Charity Challenge 2009: conducted preliminary planning; created CAP AIDS profile and call to

action for campaign hosts website; created CAP AIDS materials for Artez fundraising page; etc.i) General: performed data entry; and issued tax receipt and thank you letters; etc.


i) Co-created proposal submitted to to ICAD-CIDA International Youth Internship Program (IYIP)

ii) Co-developed proposal submitted to Canadian Auto Workers (CAW) Social Justice Fund

c) Fundraising: Direct Mail Campaigns

(1) May 2009 Direct Mail

(a) Designed DM letter; created direct mail lists; executed campaign; performed data entry; issued tax

receipt and thank you letters.

(2) December 2009 Direct Mail

(a) Created direct mail lists; performed data entry; issued tax receipt and thank you letters

d) Fundraising: Tools Developed/adopted

i) Eventbrite: Design & Campaigns

e) Volunteer Development and Coordination

i) Recruited, trained, supervised, supported at least 13 active volunteers



f) Public Engagement

i) Presentation preparation, travel and presentation delivery

ii) General public engagement activities

g) Governance/Board Support

i) Prepared for and attended Board Meetings

ii) Executive Directors Reports to the Board

iii) Miscellaneous Board support documentation

h) Development & Management of Organizational Structure

i) Hired, trained, supervised and supported Program Development Assistant

ii) Sourced funding, created volunteer jobs

i) Communications and Public Relations:

i) May 2009 Newsletter:

(1) Assembled editorial team, gathered source material; edited articles; coordinated mailing, etc.

ii) W ebsite:

(1) Finalised new design; conducted extensive overhaul created new pages/sub-pages; edited existingcontent; added new tools/links, etc.

Additionally, the Executive Director developed or introduced the following new communications tools:

iii) Facebook Page:

(1) Page creation, update, follower cultivation

iv) Twitter Account:

(1) Account design, updates

v) MailChimp E-mail marketing tool:

(1) Design, template creation, etc.

vi) SUADS 09 Blog

(1) Blog design, content, etc.

j) Programs:

i) Managed Quarter 1 of new CIDA VSF project

k) Finance

i) Banking


iii) Wire Transfers


v) Financial audit


vii) Bill payment

viii) Created reports for bookkeeper

l) Human Resources Management

i) Program Development Assistant:

(1) Hired, trained, supervised and supported Program Development Assistant

ii) Bookkeeper:

(1) Re-hired bookkeeper under new terms, duties and responsibilities



m) Volunteers

i) General: Created job descriptions; advertised jobs; hired, B2CA2010 Coordinate and volunteers

n) Annual Audit

i) Communicated with auditor; prepared audit materials; facilitated confirmation of wire-transfer send

to Africa; submitted audit package to auditor

o) General Administration









to Africa, etc.

vii) Deposits: processed donations in data-base; filled deposit book, made depositsviii) Tax receipts: produced list of those needing receipts; printed tax receipts and thank you letters


x) Correspondence

p) Annual General Meeting:

i) Booked venue; send out invitations; prepared Annual Report; prepared AGM materials

q) Support of 3rd

party events

From January 2009 to December 2009, the work environment at CAP AIDS was highly exploitative, highly

stressful and characterized by:Overwhelming workload




Emotional isolation

Towards the end of the year, work environment degenerated as a result of:

Increasing micro-managing tendencies that further raised increased pressure on the Executive Director

Blurred line of accountability

Increased Board interference in management processes and decisions

In 2010 the staff compliment was 1 full-time employee (Executive Director) and 1 Summer Student

intern (7 weeks). The organization engaged a paid coordinator for the Vancouver bike-a-thon.

As Executive Director and sole CAP AIDS employee, I was responsible for, and performed, the following:

a) Fundraising: Events

i) Bike 2 CAP AIDS 2010 National: Planned and coordinated campaign; updated campaign documents;

identified, engaged, trained and supported regional volunteers; created and managed Artez Event Page;

created or updated Artez use messages; created campaign page website; send invitations and




ii) Bike 2 CAP AIDS 2010 Toronto: planned and coordinated event; updated event documents;



iii) SUADS 2010: conducted preliminary planning; updated website with campaign information; updated

campaign documents/tools; etc.

iv) W orld AIDS Day 2010: conducted preliminary planning; updated website with campaign information;

updated campaign documents/tools; etc.

v) Golf to CAP AIDS 2010: conducted preliminary planning; updated website with campaign

information; updated campaign documents/tools; etc.

vi) ST W M Charity Challenge 2010: conducted preliminary planning; created and submitted CAP AIDS

profile and call to action to organizers; updated website with campaign information; updated campaign

documents/tools; etc.

vii) General: performed data entry; and issued tax receipt and thank you letters; etc.


i) Developed successful proposal submitted to Service Canada for 2010 Summer Student internship

c) Fundraising: Direct Mail (DM) Campaignsi) May 2010 Direct Mail:

(1)Designed DM letter; created direct mail lists; executed campaign

d) Volunteer Development and Coordination

i) Recruited, trained, supervised and supported at least 10 active volunteers

e) Public Engagement

i) Addressed Community Bicycle Network (CBN)s April Board meeting; pitched Toronto B2CA2010

event

ii) Met with Athletes for Africa officials; pitched proposed Uganda youth training centre

f) Governance/Board Support

i) Prepared for and attending Board Meetings

ii) Prepared and presented Executive Directors Reports to the Board

iii) Prepared miscellaneous Board support documentation

iv) Supported Communications Committee

g) Development & Management of Organizational Structure

i) Developed successful proposal for 2010 Summer Student Internship

ii) Hired, trained, supervised and evaluated Summer Student intern

h) Communications and Public Relations:

i) May 2010 Newsletter:

(1)Assembled Editorial Team Gathered material. articles- editing, designed-, mailing lists- mailed

newsletter

(2)Creating newsletter editorial team; content-; creating/updating mailing lists; mailing; e-newsletter

design

ii) W ebsite:

(1)General maintenance

(2)Updates: B2CA2010; Upcoming Events; Our People; News



iii) Facebook Page:

(1)General Maintenance

(2)Updates

iv) Twitter Account:

(1)General Maintenance

(2)Updates

v) MailChimp E-mail marketing tool:

(1)Created templates

(2)Developed B2CA2010 campaign message; executed campaign

i) Programs:

i) CIDA VSF Project:

(1)Managed 1st

three quarters of project:

(2)Compiled and submitted to CIDA Quarter 1 Narrative Report

(3)Compiled and submitted to CIDA Quarter 2 Narrative Report

(4)Compiled and submitted to CIDA Bi-annual Progress Report

j) Financei) Banking


iii) Wire Transfers


v) Financial audit


vii) bill payment

viii) creation of reports for bookkeeper

k) Human Resources Management

i) 2010 Summer Student Intern:(1)Hired; trained; supervised and evaluated intern

ii) Volunteers:

(1) Hired, trained and supervised volunteers

iii) General:

(1)Created job descriptions; advertised jobs; hired, trained and B2CA2010 Vancouver Coordinator

l) Strategic Planning

i) Developed Draft 3-year Strategy for CAP AIDS

ii) Developed 6-month

m) General Administration











to Africa, etc.

vii) Deposits: processed donations in data-base; filled deposit book, made deposits

viii) Tax receipts: produced list of those needing receipts; printed tax receipts and thank you letters


x) Correspondence

n) Annual General Meeting preliminary planning (activities)

i) Date and venue set

ii) Annual Audit: Arranged meeting with auditor; gathered audit documents; requested confirmation of

wire-transfers send to Africa, etc.

In addition to the regular event/fundraising and administration responsibilities listed above, I have also

performed the duties of the Executive Director (1 day a week), Project Officer (2 days a week) and Public

Engagement Coordinator (1 day a week) for the CIDA project during the last nine months.

From January 2010 to July 2010, the work environment at CAP AIDS was highly exploitative, highlystressful and characterized by:

Overwhelming workload




Emotional isolation

Micro-managing tendencies

Blurred line of accountability

Increased Board interference in management processes and decisions

The situation degenerated as a result of:

HarassmentViolence

Intimidation

Victimization

Emotional isolation

Discrimination

2) DIRECTLY AND INDIRECTLY FORCED TO OVERWORK

From May 2008, to July 2010, I was directly & indirectly forced to overwork as a result of:

a) The overwhelming CAP AIDS workload and staffing crisis as outlined above

b) Sky-rocketing and disproportionate organizational expectations against scarce resource

c) Sustained mental and physical pressure resulting from:

i) Blame-laden interpretation of CAP AIDS fundraising performance in the last two years

ii) CAP AIDS Directors directives and requests, which often disregarded the workload, staffing crisis

and Executive Directors schedules. For example, Kevins Presidents Letter from Africa, unplanned, came

in the middle planning for WAD 2009. It had an escapable sense of urgency. I was forced to work

overnight on Thursday, October 29, 2009, performing the following tasks: creating mailing lists,

designing campaign on MailChimp and executing campaign



iii) Directors failing to discharge their responsibilities. For examples, the Communications Committee

had committed to creating the May 2010 newsletter but failed to discharge their responsibilities in a

timely fashion, forcing the Executive Director to fill in their shoes and, consequently, overwork. I had to

step in and assume most of the responsibilities. As a result, I worked throughout the weekend Friday,

May 7 to Sunday, May 9, including evenings, creating outstanding articles, writing 6 articles, co-writing 2

articles, editing all articles and designing the newsletter. I worked overnight on Sunday, May 9 to

Monday, May 10, creating the I draft May 2010 newsletter in PDF and Microsoft Publisher formats.

iv) Regular communication between the Board Members and Executive Director/Office, which often

results in additional work for the Executive Director

3) BOARDS NEGLECT OF, AND CONTRIBUTION TO, HIGHLY STRESSFUL, UNSUPPORTIVE &

EXPLOITATIVE WORK ENVIRONMENT

I strongly believe that the CAP AIDS Board directly contributed to the prevailing undesirable working

environment. Through the Executive Directors activity reports and regular communication with the

President, the Board was kept informed of the increasing workload and diminishing human resource

base. And yet, the Board presided over this environment for more than 2 years without making concrete

steps to correct it.a) The Board failed to design an Executive Directors job description that accurately reflected the

workload

b) CAP AIDS failed to assess the workplace for the risk of stress, and ignored signs that the Executive

Director was under pressure or feeling stressed. (As noted earlier, one Director made an insensitive

suggestion that it is unprofessional for the Executive Director to inform the Board that he is being

overworked and exploited.)

c) CAP AIDS failed to create conditions that would allow the Executive Director to have control over the

tasks he did as much as possible or allow a healthy work-life balance

d) The CAP AIDS Board continually pressured the Executive Director with sky-rocketing and

disproportionate expectations, and directives that disregarded the workload and his priorities and

schedulese) The CAP AIDS Board failed to keep job demands reasonable by providing manageable deadlines,

hours of work, and clear duties

f) CAP AIDS failed to provide Paid Resources for Achieving Objectives as per the commitment in the

Executive Directors job description.

g) CAP AIDS Directors could have done more to support the growth, development and sustainability of

the organization. The Board Directors Job Description clearly states that all Directors of the Board shall

corporately participate in securing adequate funding for CAP AIDS and contribute financially to CAP

AIDS on an annual giving basis . CAP AIDS Directors Code of Conduct clearly stipulates that Board

Directors will contribute to CAP AIDS fund raising efforts . On several occasions, CAP AIDS Directors

volunteering for events failed to discharge their responsibilities, forcing the Executive Director to fill in

their shoes and, consequently, overwork. The Board seems to have neglected its responsibility to seek

the resources required to adequately staff the organization. CAP AIDS by-laws empower and mandate

Directors to act to ensure the sustainability of the organization.

4) HIGHLY DECEPTIVE AND EXPLOITATIVE EXECUTIVE DIRECTOR'S JOB DESCRIPTION

The CAP AIDS Executive Directors job description is unrealistic, ambiguous and misleading. It played a

significant role in the exploitation described above. The job description encompasses: Volunteer

Development and Coordination; Development & Management of Organizational Structure; Fundraising;



Communications; Public Engagement; Public Relations; Programs; Governance; Finance; Human

Resources Management and Administration.

I was utterly shocked to learn that some CAP AIDS Directors think the organizations staffing crisis can be

solved by employing a dedicated half time (or greater) office/admin/fundraising assistant if the overall

workload of the organization is to become manageable for him (Executive Director).

As stated earlier on, CAP AIDS came close to fulfilling its staff requirements in 2007 with 4 part time

employees (ED, Program Coordinator, and 2 Summer Students) and 2 contracted event coordinators for

the Bike 2 CAP AIDS campaign. Since 2007, the workload has almost doubled with new website, new

social media/communications tools, new approach to 3rd

party events (WAD & Golf to CAP AIDS) and

new CIDA project.

I believe that we owe it to the CAP AIDS membership, donors, partners, volunteers and other interested

parties to be honest and truthful about the organizations workload. This is especially important as we

move to hire a new permanent Executive Director.

The current CAP AIDS workload comprises the following distinct positions:Executive Director

CIDA VSF Project Coordination

Fundraising & Events Coordination (B2CA, STWM Charity Challenge, SUADS, WAD, Direct Mail, etc.)

Communications, PR, Marketing and Public Engagement Coordination

Volunteer Coordination

Financial Management

Administration

At the very least, the current CAP AIDS workload requires 4 paid, regular employees. Anything less

would perpetuate the current exploitative environment and stifle CAP AIDS growth. A strategy is

required NOW. That strategy starts with an honest and independent evaluation of the CAP AIDSworkload.

5) MYTHS & MISCONCEPTIONS ABOUT VOLUNTEERS' ROLE AND CAP AIDS ABILITY TO ENGAGE

VOLUNTEERS

The Executive Director is often criticised for not doing enough to engage volunteers. An honest and

realistic discussion is urgently required to determine CAP AIDS ability to effectively engage volunteers.

Drawing from my experience in the last couple of years:

a) CAP AIDS lacks the capacity to effectively engage volunteers. The Executive Directors current

workload significantly diminishes CAP AIDS capacity to effectively recruit, train, supervise and evaluate

volunteers.

b) An overwhelming percentage of the Executive Directors regular responsibilities in 2008, 2009 and

2010 cannot realistically be accomplished through volunteer energy. They need paid staff.

c) An overwhelming percentage of Administration duties articulated above require regular, consistent

possible only through paid resources

d) CAP AIDS events are elaborate and time-consuming: Volunteers still need considerable support

from the office. The WAD 2009 campaign is a good example: The campaign had a highly-motivated,



b) Bike 2 CAP AIDS 2010: On May 6, Kevin appealed to Elyse, Rainos, Manzur, Aarti to help the

Executive Director to call past Bike 2 CAP AIDS participants and encourage them to support the 2010.

Only Aarti and Elyse responded. When I outlined the minimum help required, it was suggested that

asking too much scares the volunteers away.

c) May 2010 Newsletter: The Communications Committee and the Executive Director started planning

the newsletter in Mid-March. But by mid-April, we had hardly progressed. The Executive Director had no

choice but to expedite the process - by foregoing meetings, gathering material and assigning writing

assignments. Even after receiving all half-ready materials, some volunteers, Board members included,

struggled to fulfill their assignments. Consequently, the Executive Director was forced to write most of

the articles. (See May 2010 newsletter!) I had no choice but to work the weekend of May 7-9, and spend

the night at the office on Sunday, May 10, writing 6 articles, co-writing 2 articles, editing all articles and

designing the newsletter. By the early hours of Monday, I had created the draft May 2010 newsletter in

PDF and Microsoft Publisher formats. I was exhausted. I needed help with the final edit. I asked

members of the Communications Committee for help. Only Kevin responded.

d) Emily had agreed to help coordinate the SUADS 2010 campaign, SUADS blog and CAP AIDS Public

Engagement Strategy. In May, she informed me and Kevin that she was restricted with her time and so,SUADS 2010 is back on my desk!

Throughout the last 2 years, the President and I have agonized over under-performing and non-

performing Directors. And yet no concrete steps have been taken at the Board level to make things

right. Instead, the Board has piled pressure on the Executive Director to meet fundraising results with

minimal help and resources. The Executive Director has spent a considerable amount of time BEGGING

Directors to fulfill their obligations.

It is grossly unfair that 100% fundraising results are expected from the Executive Director, especially

when Board of Directors are not fulfilling their obligations to contribute to CAP AIDS fund raising

efforts , to advance the mission of CAP AIDS by developing policies, establishing priorities, andsupporting the growth, development, and sustainability of the organization, assist the President and

Executive Director with the resources to meet the needs of those assisted by CAP AIDS, corporately

participate in securing adequate funding for CAP AIDS and contribute financially to CAP AIDS on an

annual giving basis.

Under-performing and non-performing Directors increase the offices workload and stifle CAP AIDS

growth. Directors who have served and wish to move on should be celebrated. CAP AIDS should boldly

move on and create space for new energy.

7) WRONG ASSUMPTION THAT RESPONSIBILITY FOR REPORTING FOR CIDA PROJECT CAN BE

OUTSOURCED TO VOLUNTEERS

During a recent telephone conversation the President seemed to blame me for overworking, and

suggested that I should have assigned Kate the responsibility of compiling the Quarter 2 reports for the

CIDA Project. I personally admire Kate dedication and exquisite skills, but I strongly believe that report

writing for the Project can not be outsourced to volunteers. Here are some reasons:

a) The reporting process for the Project is heavy. Progress Reports (narrative and financial) are due

every 3 months. The Project Performance Report is due every 6 months. CIDA may request Special

Reports any time. Each report is often a product of: elaborate original reports from Africa; further

consultation with CAP AIDS Uganda; analyses of surveys; reference to project workplans, previous



progress reports and related activities in Canada; etc. A simply question from CIDA may require

elaborate communication involving the CAP AIDS office, CAP AIDS Uganda and partners on the ground.

b) CIDA approved funding for 3 paid employees - Executive Director, Project Office and Public

Engagement Coordinator - and 4 paid days a week to be devoted to the Project. I believe this is CIDAs

confirmation that the management and reporting of the Project requires salaried personnel. I dont

think CIDA would have approved the Project if we had indicated that we would outsource important

aspects of the project to unsalaried volunteers.

c) I quite strongly believe that we cant separate the management of the Project from the report-

writing function. CAP AIDS has an obligation to provide consistent, quality and timely reports to CIDA. I

am especially concerned that, with the example of the May 2010 newsletter above, volunteers are not

always there when needed.

8) EXECESSIVE BOARD INVOLVEMNT AND INTERFERENCE IN MANAGEMENT DECISIONS AND

PROCESSES / UNDERMINING EXECUTIVE DIRECTORS POSITION AND AUTHORITY

Recently, distinctions between the CAP AIDS Board and Management have become increasingly

distorted. Individual Directors routinely act as a top layer of management steering the ship rather thanagreeing the charted course and keeping a light hand on the rudder. Some Board members seem to act

as if their role or special area of expertise gives them a right to regularly tell the Executive Director what

to do and when to do it. As a result:

a) A crippling culture of micro-management is evolving. Very few major Management decision are

made without the input of certain Directors

b) The current Executive Directors position is significantly disempowered. And yet, when it comes to

the organizations shortcomings, the Executive Directors position is expected to assume 100% of the

responsibility

c) Directors routinely exercise individual authority over the Executive Director

d) Directors routinely criticise or express individual, off-the-cuff judgments of the Executive Directors

performance

e) Individual Directors often issue directives

f) Directors often override the Executive Directors decisions: Through the 2010-11 Budget, the CAP

AIDS Board mandated the Executive Director to spend $4 300 on Bike 2 CAIDS. CAP AIDS ended up

spending $5 044 after a decision was made to do posters and spoke cards at a cost of over $1 200

g) The Executive Directors decisions are routinely ignored. The poster I designed for B2CA2010, which

was cheap and more accurately represented the impact of CAP AIDS bike distribution strategy in Africa,

was given negligible consideration and substituted with the poster and spoke card mentioned above

h) Individual Directors routinely speak for the Board

i) Board-Management relations are currently severely strained



j) Directors often communicate directly with Summer Students or volunteers. They often issue

instructions or directives that should be issued by the Executive Director

k) Recently, the Treasurer by-passed the Executive Director and requested for financial reports directly

from the bookkeeper.

In the Executive Directors report to the January 27 Board Meeting, I made 2 important requests relating

to Board-Management relations. I specifically requested the Board to:

Revisit the roles and responsibilities of the CAP AIDS Board and CAP AIDS Executive.

Define its Board Engagement expectations (See Manzurs e-mail, dated November, 2009.)

This important request, which has a direct bearing on the current Board-Management tensions,

harassment the Executive Director in the last couple of months and the prevailing undesirable

environment, received no response from the CAP AIDS Board.

9) VIOLATION OF CAP AIDS DIRECTORS CODE OF CONDUCT AND OTHER POLICIES

The lack of clear distinction between Board and Management has resulted in numerous violations of the

CAP AIDS Directors Code of Conduct .CAP AIDS Code of Conduct articles 2.3 states that: Board Directors interaction with the Executive

Director, staff, or volunteers must recognize the lack of authority vested in individuals except when

explicitly Board authorized.

The CAP AIDS Board of Directors Code of Conduct 2.5 clearly states that: Board Directors interaction

with the Executive Director, staff, or volunteers must recognize the lack of authority vested in individuals

except when explicitly Board authorized.

The CAP AIDS Board of Directors Code of Conduct 2.7 states that: Except for participation in Board

deliberation about whether reasonable interpretation of Board policy has been achieved by the Executive

Director, Board Directors will not express individual judgments of performance of the Executive Director,

staff, or volunteers of CAP AIDS.

On several occasions CAP AIDS Directors have:

Judged, criticised and expressed individual judgments of performance of the Executive Director and

Judged, criticised and expressed judgments of the performance of CAP AIDS volunteers under the direct

supervision of the Executive Director

10) EXECUTIVE DIRECTORS PERFORMANCE REVIEW: FLAWED, BIASED AND MANIPULATED

In my e-mail dated Friday, August 13, 2010, I rejected the results of the recent performance review of

the Executive Director. I believe that a performance review process should seek to accomplish both

personal development for the employee and organizational goals for the organization. For the following

reasons, I feel that the process was not a developmental experience for both the Executive Director and

CAP AIDS:

· Reviewers violated spirit of process by extending review period into 2010 without informing

Executive Director

· A veil of secrecy and an ambush

· Reviewers were unduly rushed

· Timing was bad for both CAP AIDS and the Executive Director

· Evaluation goals were not explained in advance

· No evaluation was done 2008 (and the 2009 evaluation was only conducted after I requested it.)

· Original CAP AIDS evaluation tool was substituted without explanation



· Incomplete representation of Executive Directors work

· Executive Directors skills, strengths and achievements were severely understated

· Process understated depth and breadth of CAP AIDS workload

· Deliberate Silence on the personal sacrifices made by the Executive Director

· Insulting comments by reviewers

a) Reviewers violated the spirit of process by extending review period into 2010 without informing

Executive Director:

The review period is clearly listed as January 2008 to December 2009. But the reviewers seem to also

have been partly influenced by developments beyond December 2009. Below are some glaring

examples:

i) One reviewer states that Earlier this year he was introduced to and trained in developing a 12

month process schedule / planning calendar tool for the 2010/11 CAP-AIDs fiscal year. Further, the

reviewer says, As mentioned above Obert has been oriented into a process schedule tool that will

facilitate the mapping out of the years activities and timelines.

The two quotes clearly refer to the tool the Treasurer introduced to the Executive Director on March 5,

2010.

ii) On Outcomes under Fundraising, Communications and PR, the reviewers suggest that Outcomes:

B2CA 2009 exceeded target but 2010 will be short of target

I believe this opinion was reached at in 2010, after it became clear that the B2CA2010 fundraising goal

of $50 000 was unreachable.

iii) On Activities & Outcomes under Finance, Human Resources and Administration, the reviewers

noted about the Executive Director: together they worked closely with the Treasurer in developing the

2010/11 budget. The reviewers further state that W hile Obert is gradually becoming more versed in

financial planning and management and his reporting efforts have been substantial, their quality bespeaks continuing room for improvement. Recent examples include the failure to ensure that the

accountant had provided a 2009/10 Quarter 4 report before going oversees for an extended period

which meant that the Board was not in the position to be clear about our financial situation and to make

appropriate decisions based on updated information. Another indicator of concern in this area is that

after the production of the detailed 2010/11 budget, in preparing a financial update Obert opted not to

use the budget as starting point for Q1 variance and had to be steered back on track in this basic regard

by the Treasurer.

iv) On Governance priorities, the reviewers suggest that: One reviewer noted that Obert should try to

avoid preaching to the Board members. Meetings are a forum for informing, discussing,

troubleshooting and engaging.

I strongly believe that this comment is in reference to the tension-laden communication of June 29,

where the President unfairly accused me of lecturing, in my communication to Sarah. If there was any

preaching to CAP AIDS Directors between May 2008 and December 2009, the Board ignored its own

responsibility by not cautioning the Executive Director.

I feel that it was unfair for the reviewers to discuss my 2010 performance. They short-changed me. I

strictly confined my self-evaluation to May 2008 to July 2009. I was not given the opportunity to provide

my self-evaluation for 2010. The first half of 2010 had its own dynamics. For the most part, it was toxic.



It also clear from the quotes above that the reviewers deliberately discussed only the perceived negative

aspects of my 2010 performance. They didnt consider the fact that, soon after my breakdown, and

doctors advice that I should not work more 45 hours a week, I went straight back to the old routine

60-80 hours a week! They make no mention of the fact that I coordinated the national B2CA, Toronto

B2CA, three CIDA reports, May 2010 Direct Mail and May 2010 Newsletter. I created the successful

proposal to Service Canada. I hired, trained, supervised and supported the Vancouver B2CA2010

Coordinator and 2010 Summer Student. None of that was evaluated. Frankly, I feel cheated!

b) A veil of secrecy and an ambush:

After my breakdown in January, Chris advised the reviewers that I would like to suggest that we

postpone Obert's performance review process until such time that we have a better picture of his medical

condition and length of time he may need to be away. The reviewers Brian, Aarti and Sarah - AGREED.

However, on Tuesday, March 2, Brian wrote to me: Obert please be advised I would like to meet with

you on Friday at the CAP-AIDs office starting at 1130 or noon. Reason = I will be presenting you with the

performance review and discussing it with you

I felt ambushed and rushed. I informed Brian that I was concerned that that I had not been informed of the resumption of the process. Brian responded with: For your info about 2 weeks ago I was advised by

Kevin and Chris that we should now proceed ourselves and get this finished in time for your test results

on March 4.

I felt that the evaluation process had resumed under a veil of secrecy, and lacked transparency. I felt

deliberately excluded. I became deeply concerned that the reviewers had reached their conclusions

without the required grasp of the depth and breadth of my activities and achievements, which could

only come from my self-review. Further, Brians e-mail caused me considerable anxiety.

Brian advised me to communicate with Kevin for further clarification. I asked Kevin why I had not been

informed about the resumption of the process. I explained that I didnt feel comfortable being rushed,and that I preferred to be given adequate time to respond, preferably in writing. This was the only way I

could provide qualitative and quantitative input to the process.

Kevin apologised that things had been sprung one me, and for failing to communicate to the Executive

Director that the process had resumed. He agreed that the process should not be rushed, that I should

not be deprived of an opportunity to take time with the tool, gather your thoughts, reflect on the past

period, and prepare yourself. I know it may seem like one, but this is not meant to be an ambush.

But the damage had already been done!

c) Reviewers were unduly rushed:

i) I do not believe that, in only two weeks, the reviewers were able to review openly and honestly, all

my activities and achievements, think about, and discuss, Executive Directors areas of strength and

weakness. I dont believe that the reviewers were able to consider that I had worked nights, early

mornings, weekends and 60-80 hours, between May, 2008, and December, 2009.

ii) I also felt unduly pressured! How could I evaluate my performance from May 2008 to December

2009 within 48 hours? Also, I was already in the midst of national B2CA, Toronto B2CA, CIDA reports,

May 2010 Direct Mail and May 2010 Newsletter. I had also started hiring the Vancouver B2CA2010

Coordinator.



d) Timing was bad for both CAP AIDS and the Executive Director:

The first half the year is not a good time to conduct a CAP AIDS employee evaluation. Its a period of

intense mental and physical for the CAP AIDS Executive Director. January and February is prime planning

season for CAP AIDS campaigns of the year, and the budget. March to June is all about B2CA. This year,

it was also about the CIDA project, May newsletter, May DM campaign, Summer Student, etc.

e) Evaluation goals were not explained in advance:

The goals of the evaluation exercise were not discussed or explained prior to the exercise to enable the

Executive Director to fully understand the objectives of the evaluation process.

f) No evaluation was done 2008 (and the 2009 evaluation was only conducted after I requested it.):

This is wrong. An employee performance evaluation helps boost both employee personal development

and organizational goals. CAP AIDS is required to carry out an annual performance review of the

Executive Director. Without the review, I felt that CAP AIDS was not clear about Executive Director's

goals, required outcomes or outputs, and how the success of my contributions would be assessed. I feel

that CAP AIDS simply cheered me on while I was sacrificing my wellbeing to rebuild CAP AIDS broken

resource foundation, without much concern for my development and organizational improvement.

g) Original CAP AIDS evaluation tool was substituted without explanation

CAP AIDS has an original tool for the evaluation of the performance of the Executive Directors

performance. It was not explained to the Executive Director why this tool was abandoned, and replaced

by Brians. Its also important to point out that the new tool does not examine Board-Management

relations. Specifically, it does not provide the option for:

i) Expressing feelings the CAP AIDS Board needs to hear, which cannot be easily articulated - and

addressed through regular communication and normal Board meetings

ii) Describing the Executive Directors working relationship with CAP AIDS Directors and Volunteers

iii) Describing the problems or challenges Executive Director faced during the period under review, and

what was done to address themiv) Articulating the tools developed in pursuit of CAP AIDSs fundraising, communications, and other

objectives

v) Expressing whether Executive Directors salary/compensation reflects his position/roles

vi) Articulating the risks Executive Director took during the evaluated period, and whether the risks

were worthwhile, etc?

vii) Describing Public Engagement activities, which are integral to the Executive Directors position

and take up considerable time and resources

h) Incomplete representation of Executive Directors work

The evaluation process captured only an insignificant fraction of the Executive Directors activities, and

outcomes of such activities. It provides a severely-watered-down, inadequate and inaccurate picture of

my achievements.

First, the reviewers gathered their feedback before receiving the Executive Director self-evaluation.

Second, it seems (from the summaries) that the reviewers barely considered the activities and

accomplishments articulated in the Executive Directors regular updates to the Board or represented by

new tools created/adopted, documents created and documents updated. As a result, reviewers



feedback gives a severely watered-down representation of my contributions and

achievements/accomplishments.

Below are a few examples to support my argument:

i) Volunteer Development & Coordination: The reviewers evaluated the Executive Directors Volunteer

Development & Coordination performance without:

(1) Interviewing any of the more than 15 volunteers the Executive Director recruited, engaged,

supervised or supported between May 2008 and December 2009. Instead, the feedback highlighted the

Executive Directors fallout with one volunteer SharleneBourjot. Sharlene is a friend of Aarti, one of the

reviewers. The Executive Director rejected the initial video Sharlene had created for WAD 2009 without

consulting with me first. The video grossly misrepresented CAP AIDS. As custodian of the organizations

key message, I made a difficult decision; I suggested that the video be extensively edited. I provided

suggestions for the revision. Sharlene felt unappreciated but she continued to volunteer for WAD2009.

(2) Evaluating the volunteer-related job descriptions developed between May 2008 and December

2009. The job descriptions reflect CAP AIDS staffing needs.

ii) Fundraising: Activities & Outcomes: The reviewers feedback state that Fundraising: coordinated support for B2CA 2009; organized successful W AD 2009 event; secured 2 contributions from major

donors; coordinated direct mail piece from Africa, managed donations/receipts etc.

The line relates mostly to 2009. Its not clear that the reviewers adequately considered the Executive

Directors performance in 2008, particularly Bike 2 CAP AIDS, SUADS and 3rd

party fundraisers. There is

no indication that the following were evaluated:

(1) Spring/May 2009 Direct Mail Appeal

(2) 4 Third Party Fundraisers supported

(3) Submission to Kenoli Foundation

(4) Proposal submitted to Canadian Auto Workers (CAW) Social Justice Fund

(5) Proposal submitted to Lundin for Africa(6) Proposal submitted to HIV/AIDS Global Engagement Grants Programme (2008-2009)

(7) Executive Directors personal contributions as a monthly and regular donor

(8) Executive Directors personal fundraising efforts for Bike 2 CAP AIDS 2008, and Bike 2 CAP AIDS 2009

(9) Revised CanadaHelps profile

(10) New fundraising tools introduced: PayPal account; Eventbrite Online ticket and event

marketing software and SUADS blog/website

iii) Development & Management of OrganizationalStructure: None of the 5 individuals I interviewed,

hired, trained supervised and evaluated between May 2008 and December 2009 were interviewed

iv) How did the reviewers evaluate the Executive Directors Finance, Human Resources Management &

Administration performance without:

(1) Considering the breadth and depth of the Finance portfolio banking, budget formulation, wire

transfers, financial audit, financial records and documentation, periodic reports and clarifications for

bookkeeper, commute to the bank and other signatories offices, etc?



(2) Consulting with the bookkeeper, Zemede? Zemede and I work together at least 5 hours a week. The

Executive Director generates all the original reports Zemede uses to create financial reports for CAP

AIDS.

v) Public Engagement, Communication, PR

The reviewers feedback says: Communications: produced newsletters & direct mail letters;

updated/overhauled website; supported Communications Committee in developing communications

plan; developed B2CA brochure Its unclear whether the following were evaluated:

(1) SUADS Blog/Website

(2) Monthly in-house newsletter, Ubuntu Spirit (May/June 2008)

(3) Winter 2009 Newsletter

(4) Spring / May 2009 Newsletter

(5) New/overhauled website:

(a) Original website content updated

(b) New website content created

(c) New HomePage design and content

(6) New Communications Tools:

(a) New Facebook Page created, and updates done(b) New Twitter Account, and updates done

(c) MailChimp E-mail Marketing & E-list Management Tool, and campaigns carried out in 2009

(d) New YouTube Account and initial videos chosen to represent CAP AIDS position on the global

HIV+AIDS pandemic

i) The Executive Directors skills, strengths and achievements were severely understated

The evaluation gives a severely watered-down representation of the Executive Directors contribution to

CAP AIDS events - and achievements - in the last two years. Below are a few examples:

i) CIDA VSF S-064673 Project: Building Sustainable Livelihoods for AIDS Orphans and Caregivers In

Uganda and Ethiopia. The review says that the Executive Director supported successful effort to secure CIDA funding. This

understatement downplays the Executive Directors research skills, proposal/grant writing skills,

creativity, ability to articulate both CAP AIDS past achievements and HIV+AIDS in Africa, communication

skills and creativity. It downplays the Executive Directors pivotal role in helping CAP AIDS to secure its

single biggest check to date $489 500. I played a central role in the conception and creation of the

Project:

(1)I consulted extensively with Gizaw, Naomi, Helen (Ethiopia), Kevin and Roderick Haney (CIDA)

(2)I studied hundreds of pages of CIDA documentation & guidelines

(3)I gathered project input and partner profiles from CAP AIDS Uganda and four prospective project

partner

(4)I studied and articulated results from CAP AIDS past projects - the Safe Livelihoods Project, Youth

United Project, Sponsor a local Hero Project and Public Engagement

(5)I projected CAP AIDS future aspirations

(6)I created the title of the Project, which articulates both CAP AIDS past achievements and future

aspirations

(7)I developed first 29-page DRAFT PROPOSAL narrative, defining, in detail: activities, beneficiaries,

public engagement in Canada, partner profiles, context, roles & responsibilities, expected results, etc.

(8)I developed INITIAL DRAFT BUDGET, detailing allocations for: partners; Canada Program Support;

Africa Program Support; Canada Public Engagement, etc.



(o) Donate Securities

(p) Donate Aeroplan Miles

(q) Organize a 3rd party Event

(r) Our Local Heroes

(s) CAP AIDS Uganda Advisory Board

(t) CAP AIDS Interns

(6) Introduced new tools/links that enhance CAP AIDS fundraising and communications efforts:

Facebook Page; Twitter; YouTube; PayPal; and CAP AIDS profile on CanadaHelps

(7)Improved the websites social interactivityby adding the Share Button on most pages to allow users

to share CAP AIDS content online.

(8)Uploaded CAP AIDS documents: Audited Financial Statements and newsletters.

(9) Introduced a News pageto enable CAP AIDS to create its own original news content

iii) On Program Management, the evaluation did not seem to have considered:(1) Any of the more than 100 original documents/reports compiled between May 2008 and December

2009

(2) Any of the more than 30 reports/documents revised or updated between May 2008 and December

2009

(3) Executive Directors management of the last 3 months, and final reporting of, the Safe Livelihoods

for Youth in AIDS-orphaned Families Project (2008)

(4) Executive Directors management of the last 4 months, and final reporting of, the Youth United to

CAP AIDS Project (2008)

(5) Feedback received from CIDA on the final report for the Safe Livelihoods for Youth in AIDS-orphaned

Families Project (2008)

(6) Feedback received from Canadian Society for International Health (CSIH ) on the final report for theYouth United to CAP AIDS Project (2008)

(7) Executive Directors management of the 2008 International Youth Internship Program (ICAD/CIDA -

IYIP) (2008)

(8) Executive Directors management of the 2008 Summer Student Internship Program: hiring; training;

supervision; evaluation and reporting.

(9) Executive Directors working relationship with the Director of Programs in Africa and CAP AIDS

Uganda Program Director, Naomi Ayot, with whom I worked closely on the Safe Livelihoods Project

(2008), International Youth Internship Program (2008), Bike Distribution Program, Sponsor a Local Hero

Program, 2009 Direct Mail campaign, etc.

iv) OnPublic Relations - Activities & Outcomes, the review does not seem to have captured a significant

fraction of the Executive Directors achievements. The reviewers only state that the Executive Director

spoke to W USC students. The Executive Director actually performed more than 17 distinct and

demanding public relations/engagement activities as follows:

May December 2008:

(1) Represented CAP AIDS, and presented, at WUSCs 2008 AGA in Ottawa

(2) Signed up CAP AIDS for the 3rd

year as a community partner of the University of Toronto Centre for

Ethics Community Research Partnerships in Ethics Program



(3) Represented CAP AIDS and presented at Centre for Ethics Community Research Partnerships in

Ethics Programs Dec 11, 2008, meeting

(4) Hosted and supervised student, Julian Gagnier , whose final paper was chosen for publication by the

Centre

(5) Represented CAP AIDS at the University of Toronto Centre for Ethics Community Research

Partnerships in Ethics Program 2008 Final Conference and responded to research students

presentations and findings

(6) Jointly manned the CAP AIDS table Toronto Bike Week event

(7) Appeared as a guest on CBC TV on Thursday, July 10, 2008, to comment on a landmark HIV-related

ruling in Kenya; identified as CAP AIDS Director

(8) Represented CAP AIDS at Blair Bowens Golf to CAP AIDS event and addressed the participants

(9) Addressed 2008 CAP AIDS World AIDS Day event

(10) Signed the GTAG World AIDS Day sign-on letter to the Prime Minister

January December 2009:

(11) Represented CAP AIDS at Kate Jongbloeds Fundraiser birthday party

(12) Attended, and presented, at Health Canadas HIV/AIDS Former Grants Recipients Knowledge

Exchange Meeting in Ottawa, Feb 9 -10.

(13) Represented CAP AIDS at the University of Toronto Centre for Ethics Community ResearchPartnerships in Ethics Program final conference in April and responded to research students

presentation and findings

(14) Facilitated at WUSCs Training Workshop in August 2009 (delivered 3 presentations focusing

on the importance of bikes and bike ambulances in the fight against HIV+AIDS in Africa)

(15) Addressed 2009 CAP AIDS World AIDS Day event

(16) Presented at Zimbabwean Cultural Exchange and Fundraiser, Toronto

(17) Hosted CAP AIDS first official Donor and Volunteer Appreciation Dinner

(18) Consulted with Zimbabweans in Toronto and Gizaw about potential engagement in

Zimbabwe

(19) Invited the Zimbabweans to the Donor and Volunteer Appreciation Dinner to meet with

Gizaw and CAP AIDS Board members(20) Endorsed Global Treatment Access Group (GTAG) Platform for Action 2009 calls on the

Canadian government to meet its international obligations to improve access to essential medicines and

other aspects of HIV prevention, care, treatment and support in developing countries.

I am deeply concerned that none of the key individuals I have interacted with during my public

engagement activities have been consulted. These include, Professor Melissa Williams, University of

Toronto, Blair Bowen (Golf 2 CAP AIDS), Emily Chartrand (WUSC & CAP AIDS), Rosemary Forbes (ICAD,

International Youth Internship Program)

Oberts Real Strength : The rating under - Fundraising, Communications and PR, the reviewers conclude

that Oberts real strength lies in public speaking and written communication where his passion for and

knowledge of the issue of HIV/AIDs in Africa is inspiring. The statement is grossly reductionist. I have

proven expertise and competencies in:

v Proposal/Grant writing (e.g. CIDA Proposal, Service Canada Proposal)

v Project management

v Volunteer management

v Project reporting

v Public engagement

v Public speaking



v Advocacy

v Social media

v Strategic thinking and management

v Crisis management

v Office management

v Knowledge/experience management

v Public administration

v Workshop/group facilitation

v Decision-making

v Problem-solving

v Planning

v Workshop facilitation

v Journalism

v Creative non-fiction writing

v Leadership/directing

v Creativity

v Research

v Communication

j) Process understated depth and breadth of CAP AIDS workload

I was utterly shocked to learn that some CAP AIDS Directors think that CAP AIDS current staffing crisis

can be solved by employing a dedicated half time (or greater) office/admin/fundraising assistant if the

overall workload of the organization is to become manageable for him (Executive Director). CAP AIDS

effectively ceased to be an organization that can be realistically run by one employee in 2006. In the

summer of 2007, the organization almost fulfilled its staff requirements - with 4 part time employees

(ED, Program Coordinator, and 2 Summer Students). Additionally, the organization hired 2 contracted

event coordinators. In 2009, the workload increased substantially with the new website, social medial

tools, e-mail marketing tool and new scale-up approach for CAP AIDS events. Further, CIDA approved

funding for the following 3 employees to work on the CIDA VSF Project S-064673 project: ExecutiveDirector (1 day per week); Project Officer (2 days per week), and Public Engagement Coordinator (1 day

per week)

Denial does not help the growth of the organization. Most importantly, as we move forward with the

hiring of the next Executive Director, we need to be more realistic and honest.

k) Deliberate silence on the personal sacrifices made by the Executive Director

The reviewers made no effort to interrogate the work environment at CAP AIDS between May 2008 and

July 2010, which was highly exploitative, highly stressful and characterized by: overwhelming workload;

sky-rocketing and highly disproportionate organizational expectations; a precarious resource base; acute

staff shortage; emotional isolation; micro-managing by the Board; blurred lines of accountability; and

board interference in management processes and decisions. They made no effort to acknowledge the

personal sacrifices I made against this harsh environment.

The closest the review comes to acknowledging this exploitative situation is this statement by reviewer

#2: There have been some important time management and/or workload issues that have led to Obert

working significantly more than he ought to, to the detriment of his own well-being and the

endangerment of his health.



As stated earlier, CAP AIDS effectively ceased to be an organization that can be realistically run by one

employee in 2006. In the summer of 2007, the organization almost fulfilled its staff requirements - with

4 part time employees (ED, Program Coordinator, and 2 Summer Students).

CAP AIDS staff compliment sharply declined to 1 full-time employee (Acting) Executive Director and

one, 7-week Summer Student and 3 contracted (8 weeks) Bike-a-thon event coordinators around the

time I took over as Executive Director in May 2008. I was responsible for: Fundraising (fundraising

events and Direct Mail campaigns); Volunteer Development and Coordination; Public Engagement;

Governance/Board Support; Development & Management of Organizational Structure; Communications

and Public Relations; Programs (project proposals, project management, project reporting) Finance;

Human Resources Management; General Administration; Annual General Meeting and Supporting 3rd

party events and developing a new multi-year proposal to be submitted to the Canadian International

Development Agency (CIDA).

In 2009 the staff compliment consisted of 1 full time employee Executive Director and 1 temporary

administrative assistant (June - September). My workload increased substantially as a result of: the

extensive overhaul of the CAP AIDS website; the development of new social media/communications

tools; a new scale-up approach to 3rd party events and the new CIDA project, approved in October 2009.

In 2010 the staff compliment is 1 full-time employee (Acting) Executive Director and 1 summer student

(7 weeks). The organization hired a paid coordinator for the Vancouver bike-a-thon event in May/June.

My responsibilities further increased. CIDA approved funding for the following 3 employees to work on

the project. But CAP AIDS did not hire these required resources. So, in addition to the regular

event/fundraising and administration responsibilities listed above, also performed the duties of

Executive Director (1 day per week), Project Officer (2 days per week) and Public Engagement

Coordinator (1 day per week) the new project in the last 9 months.

Consequently, between May 2008 and July 2010, I:

(1) Worked an average 60 80 hours per week(2) Worked at least 45 weekends

(3) Worked overnight at least 30 times

(4) Worked more than 150 evenings

(5) Made more than 50 trips to the bank

(6) Commuted at least 30 times to CAP AIDS Signatories offices to get checks and wire transfers signed

(7) Coordinated 9 fundraising events

(8) Conducted more than 19 public engagement events

(9) Worked a minimum of 6 000 unpaid hours (Minimum 1900 in 2008; minimum 3000 in 2009 and

minimum 1 700 in 2010)

(10) Created or responded more than 6 000 e-mails

(11) Worked most Canadian statutory holidays

(12) Created than 120 original documents/reports for CAP AIDS

(13) Revised/Updated more than 50 CAP AIDS reports/documents

As CAP AIDS only employee between May 2008 and July 2010, I was:

· Severely exploited

· Directly and indirectly forced to overwork

· Neglected (CAP AIDS Boards neglect of, and contribution to, highly stressful,

· unsupportive & exploitative work environment)



vi) CAP AIDS staffing crisis

b) Overworking: One Director suggested that the Executive Director has a tendency to work himself to

the point of exhaustion

c) Volunteers engagement: I have been unfairly blamed for CAP AIDS reduced capacity to effectively

engage volunteers

12) HARASSMENT BY MANZUR MALIK BETWEEN NOVEMBER 2009 AND JUNE 2010

My understanding of standards of performance of Board Members is that Directors carry out their

duties in an ethical and professional manner, including proper use of authority. They are advised against

exercising individual authority over staff and volunteers. They are expected to speak positively of the

organization to the public.

On several occasions since being elected to the Board last September, Manzur violated CAP AIDS Board

of Directors Code of Conduct articles 2.3, 2.5 and 2.7. On the eve of World AIDS Day 2009, he acted in

the following ways:

a) Complained that the CAP AIDS Board was not engaged. Manzur was then a new Director, barelytwo months with the organization, and he already spoke for the Board. If Manzur was speaking for the

Board, why did the Board wait this long to inform the Executive director that it was not engaged?

b) Called around 9pm one day to criticise me for a posting I had posted on the CAP AIDS World AIDS

Day 2009 cause on Facebook

c) Called to complain that Aarti was not effective as WAD 2009 volunteer coordinator because she had

not called him as earlier agreed.

Manzurs communication forced me and WAD2009 volunteers to divert our energy away from

fundraising for WAD 2009, and to work over the next weekend to create an update for the Board. Forthe record, I registered my concerns about Manzurs communication with both Kevin and Aarti. Kevin

seemed genuinely concerned but, to my knowledge, the issue was never brought to the attention of the

Board.

d) During a Communications Committee teleconference in March, Manzur made a veiled criticism of

my performance in the presence of other CAP AIDS Directors

e) Earlier this year Manzur discussed, in a severely negative way, CAP AIDS' leadership and

performance challenges with a former director. He discussed my performance in a negative, critical and

highly litigable way. Significantly, Manzur indicated that he would oppose my appointment/hiring as

CAP AIDS Executive Director.

The former Director called me to say that she was concerned that a CAP AIDS Director would speak

negatively about the organization with an outsider. I immediately called the President and informed him

of this development. Later, Kevin informed me that he'd talked to Manzur and advised him against

acting or speaking against CAP AIDS' privacy policies.

I was personally hurt by things Manzur allegedly said. He barely understood the CAP AIDS workload but

he negatively judged my performance. But I decided not to take things personally. I have grown to being



judged and unfairly criticized, (implicitly and explicitly), by CAP AIDS Directors. But most importantly, I

trusted that Kevin had conclusively and satisfactorily resolved the issue.

On June 14, at about 8.30pm, Manzur confronted me near the CAP AIDS office. It was the final week of

B2CA2010 and I was working late in the evening. I was only my way back to the office. Manzur

demanded that I accept that he had not said the things attributed to him. He threatened to resign if I

didnt his side of the story. He demanded that we talk to Kevin right there. He called Kevin on his mobile

phone. When he couldnt get hold of Kevin, he insisted that Kevin had APOLOGIZED to him. When he

mentioned that Kevin had apologised, I realised that any further communication would only escalate the

issue. I walked away!

The next day, Kevin called me. Our conversation was uncharacteristically tense. I felt that Kevin was

upset with me over the confrontation with Manzur. I felt that he blamed me for walking away to avoid

the conflict. I didnt ask what he and Manzur had discussed but Kevin said he COULD NOT AFFORD TO

LET MANZUR GO. He mentioned something about Manzur providing potential access to funding in the

Canadian labour sector. I didnt understand his reference to letting people.

As I write, no concrete steps have been taken to resolve this conflict. Instead, it seems that Im expectedto resolve it. In his e-mail, Kevin - My assumption is that you will write this to Manzur and invite me

(or another third party) to mediate if and as required.

I feel that the CAP AIDS Board should have resolved this Director-Employee CONFLICT. The Director

violated CAP AIDS Directors Code of Conduct. I also strongly believe that the conflict significantly

factored into the tension-filled communication of June 29.

13) CONFUSING AND HURTFUL COMMUNICATION BETWEEN PRESIDENT AND EXECUTIVE DIRECTOR:

JANUARY 2010 AND JUNE 2010

The CAP AIDS Boards reaction to my breakdown in January was hardly in good faith. Once again, I wasvariously told that I should have recruited volunteers to help with the office move, which triggered the

breakdown. My doctor had prescribed numerous of tests stretching over a couple of weeks. I had never

had so many tests at once in my life. I was scared that I would receive the worst piece of news about my

health after the tests.

The Presidents response was especially confusing and hurtful. I felt that, instead of helping me through

a difficult personal crisis, the CAP AIDS Board was more concerned about reducing the risk for CAP AIDS.

I felt that the Board was taking advantage of the crisis and trying to manipulate me into resigning from

CAP AIDS. Our conversation left me feeling:

Intimidated

Emotionally manipulated.

Unfairly accused

Emotionally Manipulated

That I was being forced or enticed into relinquishing control of decision making -

Forced to feel guilt and shame

As if I was a liability to CAP AIDS

Threatened (with replacement)

Judged (on my communication to CIDA)

That my emotional state was being judged and misrepresented



your evaluation in writing and I will incorporate it into my Bike 2 CAP AIDS 2010 Campaign report, which

will be shared with other Directors, staff and volunteers. The campaign report will include: Toronto event

report; Ottawa event report; Vancouver event report; Victoria event report; Campaign/event evaluation

by key volunteers, such as yourself, Aarti, Kevin, Blair, Rainos, etc.

I'm a little hesitant to cultivate a culture where Directors can just call the office any time to discuss "what

went wrong" and "what went right" with events, especially so soon after events. Every such call usually

translates into either extra work for the office or a re-adjustment of prior weekly or daily plans.

Considering the fact that all Directors do volunteer for events, and that the office is severely short-

staffed, such a situation would not be easily manageable.

Also, I think a constructive post-event conversation should discuss context and process, and not just the

day of event. May I suggest that we go this route: First, written post-event reports from event

coordinators or coordinating teams; Second, post-event meeting or telephone conference involving office

staff, Directors, regional event coordinators and select volunteers who participated in events; and Third,

final report, deriving from (first) and (second).

Let me know what you think.

On another note, by "we", are you referring to you and Aarti? I am expecting a different report (and

perspective) from her as she was one of the 3-person team that coordinated the Toronto event and also

volunteered for the day of. Cheers, ObertMadondo. Acting Executive Director. CAP AIDS

Fred responded to my e-mail with: Obert, I am inclined to agree with you. May I suggest you table this

concern at the next Board Meeting.Regards. Fred Opio

But a few hours late, Kevin responded to my e-mail with: Dear Obert, I was concerned by both the tone

and the content of your response to Sarah's offer to meet with you to de-brief the Toronto bike-a-thon.

The tone was antognostic, lecturing, and defensive, and the content was unfair. Sarah and Aarti have prepared some feedback and writing and will share this with you but, as they did have some serious

concerns, they wanted to discuss them in a way that would be constructive and lead to growth and

improvement rather than simply firing off an email.

There is one element of your email that I would like to contest. You have said that you do not want to

"cultivate a culture" of feedback, reflection, constructive input, etc. In fact, that is exactly the sort of

culture we want - one in which all stakedholders are encouraged to engage in constructive feedback,

learning, growth. Not just Board member to ED, but board to board, staff to staff, volunteer to all, etc.

During our last workshop with Danny, we agreed that, as a group, we would all do what we can for CAP

AIDS, step on each others toes and make mistakes, recognize when we step on each others toes and

make mistakes, have the freedom and courage to tell each other, acknowledge mistakes, think about

how to make it better, and move on, confident that we all share the same goals and care about each

other. So I am concerned that you are trying to stifle this.

I hope you'll be able to engage with the volunteers involved in all the bike-a-thons in a spirit of open

learning and constructive feedback so we can make B2CA 2011 even better. W e should go beyond

written reports and have open conversations. Thanks Obert. Kevin



(4)Bike 2 CAP AIDS 2010 raised $41 000 with: 1 paid CAP AIDS employee, 1 paid summer student intern,

1 paid coordinator, limited campaign budget, a bad economy, declining attention on HIV+AIDS in Africa

and declining personal fundraising effort by CAP AIDS Directors.

(a) With the locations, Artez Event Page and communications tools demanding my attention and support

around the clock, I had very little time to focus on Toronto. I decided to change strategy for Toronto -

focus more on the fundraising target and less on a big crowd, which required a lot of work to achieve.

The strategy worked. B2CA2010 Toronto attracted just 20 participants but raised $17 000 of the

budgeted $19 000. By comparison, B2CA2010 Vancouver attracted 75 participants but raised only $8

000 of the budgeted $14 000.

Further, I was also responsible for:

§ 2010-11 Budget

§ Canada Summer Jobs Proposal

§ Hired, trained, supervised and supported Vancouver Bike-a-thon Coordinator

§ Hired, trained, supervised 2010 Summer Student

§ May 2010 DM

§ May 2010 Newsletter

§ Coordination of CIDA VSF Prooject§ 2

ndQuarter Report for CIDA Project

§ Semi-annual Performance Report for CIDA project

§ Budget. Canada Summer Jobs Proposal; Hired, trained, supervised and supported Vancouver Bike-a-

thon Coordinator; Hired, trained, supervised 2010 Summer Student; conduct a DM Campaign;

Newsletter; Coodinate the CIDA VSF Project; 2nd

Quarter Report for CIDA Project and Semi-annual

Performance Report for CIDA project.

NO, I REFUSE TO LET ANYONE MAKE ME FEEL BAD ABOUT MY BIKE 2 CAP AIDS FUNDRAISING

PERFORMANCE IN 2008, 2009 AND 2010!

15) HARASSMENT BY SARAH PUGHSarahs Monday, June 28 e-mail to the Executive Director triggered the tension-laden communication of

June 29. The e-mail:

Violated the Executive Directors job description

Violated the letter and spirit of Director-Employee conduct

Violated the CAP AIDS Directors Code of Conduct

Judged the Executive Directors performance

Attempted to exercise individual authority over the Executive Director

Instructed the Executive Director directly

Was passive-aggressive

As noted above, the CAP AIDS Board of Directors Code of Conduct Article 2.3 of states that Board

Directors interaction with the Executive Director, staff, or volunteers must recognize the lack of

authority vested in individuals except when explicitly Board authorized. Article 2.5 states that Board

Directors interaction with the Executive Director, staff, or volunteers must recognize the lack of

authority vested in individuals except when explicitly Board authorized.

The CAP AIDS Director Job Description clearly states that Board Directors set broad policies and goals

for CAP AIDS while ensuring and respecting that the Executive Director of CAP AIDS implements and

manages the affairs of CAP AIDS and its programs. Note that individual Board Directors hold no authority



to make decisions independently and as such their authority devolves only from their participation in

Board of Directors decisions.

The CAP AIDSS Executive Directors Job Description clearly states that the Executive Director Reports to

the Board of Directors, with reference to Executive for ongoing management issues. My understanding

from this is that the Executive Director does not report to individual Directors.

As stated above, Kevins response to my e-mail to Sarah was hurtful. It left me: humiliated; demeaned;

disempowered; embarrassed; intimidated; undermined; deliberately misrepresented; bullied;

deliberately misunderstood; stifled; etc.

After Kevins e-mail, Sarahs send me a follow-up e-mail, copied to Kevin and Aarti. The e-mail read:

Just to echo Kevin's thoughts -- while recognizing that you (like all of us) are very busy, I am

surprised by your unavailabiltiy or unwillingness to chat about the bike-a-thon, and hope you might

reconsider that. I completely agree with Kevin that fostering the kind of environment where there is

constructive feedback and open communication bewteen us all is very important. The feedback and

ideas Aarti and I have talked about and wanted to share with you, and wanted to hear your thoughts on,

truly aren't at all meant to put you on the defensive, but at the same time, there are important thingsthat need to be addressed, and we were just hoping to do so in good faith and in the spirit of learning

and improving for next year -- and all of us certainly have a role to play in that improvement. To my

mind, the sooner after the event, the better, as things are still fresh and clear in memory. If this

week was overwhelming for you, perhaps you could have suggested another time? Anyway, please let

me know if you change your mind and do wish to chat.

Sarahs follow-up e-mail:

Disregarded the Executive Directors articulated workload and suggested course of action, and exerted

undue pressure on him. It:

Echoed or repeated Kevins hurtful earlier communication

Was passive aggressiveUnfairly portrayed me as uncooperative and unwilling to comply with Board directives

Disregarded my expressed workload and suggested way forward

Lacked consideration for my personal welfare

Disrespect my position as Executive Director

Put me under renewed and undue PRESSURE

The e-mail came after I had explained to Sarah my pressing priorities for the week, including: Planning

for Public Engagement potion of the CIDA project; preparation of CIDA Advance Payment Request for

July-September; preparation of summer 2010 grant proposal; continuing training and supervision of

2010 summer student; end-of-month bill payments; my input into the ED review process; tax receipting

for Bike 2 CAP AIDS 2010; financial reviews and updates with Zemede and preparation for 2009-10 Audit

process.

The preceding weekend was first weekend I had not worked. The week of June 27 to July 3 would be the

first week Id not be working evenings and early mornings since early April.

Between March and June, I had worked an average of 60-80 hours per week, weekends, evenings and

early mornings on: CAP AIDS 2010-11 Budget; coordinating National B2CA 2010; coordinating Toronto

B2CA2010; creating the successful proposal Summer Student Internship proposal for Service Canada;



hiring, training, supervising and supporting the Vancouver Bike-a-thon Coordinator; hiring, training,

supervising the 2010 Summer Student intern; coordinating the May Direct Mail Campaign; coordinating

the May 2010 Newsletter; compiling the 2nd

Quarter Report for the CIDA Project; compiling the Semi-

annual Progress report for the CIDA project and Attending to CAP AIDS day to day activities

I suggested a manageable path to a constructive post-event conversation:first, written post-event reports

from event coordinators or coordinating teams; Second, post-event meeting or telephone conference

involving office staff, Directors, regional event coordinators and select volunteers who participated in

events; and Third, final report, deriving from (first) and (second).

I was exhausted, mentally and physically. I really needed to slow down.

I felt that Sarah tried to manipulate me into a pre-conceived state of DEFENSIVENESS.

I am especially concerned that the CAP AIDS Board seems to speak with multiple voices. Some Directors

seem to genuinely understand the harsh work environment. They show that they care about employees

welfare and encourage me to create manageable workload. I articulate the manageable workload and

some Directors raise hell. What exactly am I supposed to do?

Further, I am surprised that Sarah made post-B2CA2010 evaluation so urgent. She and I have worked

together on activities that had tight deadlines and allowed each other some flexibility. It seems to me

that, in this situation, Sarah was determined to exert undue pressure on me. Why?

16) TENDENCY TOWARDS A CRIPPLING ENVIRONMENT OF ALLIANCE AND LOBBYING

I am concerned that CAP AIDS is drifting toward an environment of alliance and lobbying, which is

maladaptive to the successful accomplishment of CAP AIDS mission. In part, this is due to CAP AIDS

nature as an organization dominated by smooth, feel-good, personal relationships. But it is also in part

due to the emergence of strong individual interests and agendas.

My observation is that older and experienced Directors dominate Board meeting/discussions and

decision making processes. Young and inexperienced Directors seem overwhelmed sometimes. Some

of them now seem to actively seek to please or seek reward from dominant Directors, especially the

President. The Executive Director reveiew process and communication of June 28/29 are two clear

examples. For the latter, it seems to me that Aarti and Sarah judged my B2CA2010 Toronto bike-a-thon

event and immediately communicated with the President (and not the entire Board).

CAP AIDS needs a frank discussion of the problem, a plan of action, and ideally interventions by the

founder, the board and or by others involved in the organization. The objective of the plan should be to

allow the organization to make a successful transition to a mature organizational model without damage

to either the organization itself or to the individuals concerned.

17) EXECUTIVE DIRECTOR HIRING PROCESS: A VEILED TERMINATION PROCESS?

I strongly feel that the current Executive Director hiring process has been manipulated and is now being

used as a veiled process to diminish my prospects of becoming CAP AIDS. My suspicions are based on

the following:

a) Some Directors have already expressed their opposition to my candidacy:

i) I have already been told that I have reached the point where you need a significant break from CAP

AIDS.



I took over as Executive Director in May 2008 from a Canadian citizen with a strong business

background, who was hired by the CAP AIDS Board. But what I inherited was a sinking ship.

My quality of effort and level of training and experience in small business management which are not

quite what one would expect of the director of a (Canadian) NGO carried CAP AIDS in the last two

years.

I did what millions of immigrants have done to build this great country. I used my non-Canadian training

and experiences to contribute, through CAP AIDS, to Canadas global citizenship. Through my

commitment to CAP AIDS, I joined with Canadians and Africans in their partnership against the global

AIDS pandemic.

From May 2008, I endured a work environment that is highly exploitative, abusive, highly stressful and

characterized by: an overwhelming workload; high and disproportionate expectations; a precarious

resource base; a staffing crisis; strong micro-managing tendencies; a blurred line of accountability;

frequent off-the-cuff judgements of performance; increased Board interference in management

processes and decisions. Lately, the environment has degenerated as a result of: harassment; violence;

intimidation; victimization; emotional isolation and discrimination.

My job description stipulates that I work only 35 hours per week but, between May 2008 and July 2010,

I worked as follows: an average 60 80 hours per week; minimum of 6 000 unpaid hours (Minimum

1900 in 2008; minimum 3000 in 2009 and minimum 1 700 in 2010); at least 45 weekends; worked

overnight at least 30 times; worked more than 150 evenings; made more than 50 trips to the bank;

commuted at least 30 times to CAP AIDS Signatories offices to get checks and wire transfers signed;

created or responded more than 6 000 e-mails; worked most Canadian statutory holidays; etc.

I generously availed to CAP AIDS my set of senior-level skills and competencies, including:

Proposal/Grant writing (e.g. CIDA Proposal, Service Canada Proposal)

Project management

Volunteer managementStrategic thinking and management

Crisis management

Office management

Knowledge/experience management

Office Management

Public administration

Decision-making

Problem-solving

Planning

Workshop Facilitation

Project reporting

Public Engagement

Advocacy

Public Speaking

Journalism

creative non-fiction writing

Leadership/directing

people skills

creativity



research skills

Communication skills

Oratory skills

Some results achieved between May 2008 and July 2010:

I conceptualized and created the CIDA VSF S-064673: Building Sustainable Livelihoods for AIDS Orphans

and Caregivers In Uganda and Ethiopia project, helping CAP AIDS to secure its single biggest check to

date $489 500. As one reviewer noted: Securing CIDAs support was key to the organizations future.

Now CAP AIDs now has an opportunity to achieve stability and growth, and to move forward.

Fundraising Events/Campaigns & proposals raised more than $140 000

I secured a new, affordable, accessible office for CAP AIDS

I overhauled the CAP AIDS website its now state-of-the-art and more accurately reflect CAP AIDS

achievements and activities

I introduced new fundraising-oriented social media and communications tools (Facebook Page, Twitter

Account, YouTube account and Flickr)

I coordinate 9 CAP AIDS fundraising events

I compiled and submitted 3 end-of-Project reports and 3 project progress reports

I conducted more than 19 public engagement eventsRecruit, trained, supervised and supported more than 25 active volunteers

I interviewed, hired, trained supervised and evaluated 6 employees/summer student

interns/contractors between May 2008 and July 2010

I created more than 160 original and essential documents/reports for CAP AIDS

I updated more than 100 CAP AIDS documents/tools

I introduced a new scale-up approach to CAP AIDS events/campaign, starting with the 2009 World AIDS

Day event

I developed a draft CAP AIDS 3-year strategy for CAP AIDS

Additionally:

Between May 2008 and December 2009, I sacrificed my private home to accommodate the CAP AIDSfurniture that could not be accommodated at the temporary office we occupied from June 2008 to

December 2009

At the beginning of 2009, I postponed my studies at the University of Toronto to give CAP AIDS the extra

help needed

CAP AIDS used me! Between May 2008 and July 2010:

I was your source of cheap labour, contributing more than 6 000 unpaid hours to CAP AIDS

You exploited me as the Canadian face of HIV+AIDS in Africa. In pursuit of CAP AIDS public education

and partnership strategy in Canada, I shared my difficult personal story loss to HIV+AIDS in Africa

Key CAP AIDS funding proposals have highlighted my value to CAP AIDS and to intended projects. The

successful proposal to CIDA clearly boasted that: ObertMadondo is the Acting Executive Director of CAP

AIDS and has been working with CAP AIDS since 2005. Prior to coming to Canada in 2003 as a refugee

from Zimbabwe, Obert worked for the German International Development Agency, Konrad Adenauer

Foundation (KAF). Obert has considerable experience in project coordination in the Southern Africa

region and has gained experience in project management, project reporting and public engagement over

the last four years with CAP AIDS.

But now that CAP AIDS is stable, I become the used toilet paper you flush down the toilet! Is that fair!



I have compiled a complete dossier of my contributions to CAP AIDS between May 2008 and July 2010. I

will share if and when necessary. In the meantime, I look forward to a frank discussion with the CAP

AIDS Board on the issues raised in this e-mail.

Cheers,

ObertMadondo

Acting Executive Director

CAP AIDS

812A Bloor Street West, Suite 301

Toronto, ON M6G 1L9

Tel: (416) 532 4851

E-mail: [email protected]

Web: www.capaids.org

Canadian Charity NO: 88898 7500 RR0001

We MUST make a difference!

Obert Madondo's August 17 2010 APPEAL to CAP AIDS Board

Documents

Transcript of Obert Madondo's August 17 2010 APPEAL to CAP AIDS Board