An investigation of the impact of the funding strategy of government on the sustainability of NGO work in them health sector: a case of the Eastern Cape province in South Africa
- Authors: Vhutuzah,Miriam.
- Date: 2010
- Subjects: Non-governmental organization , Health services administration , Sustainable development
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/25926 , vital:64564
- Description: Under the apartheid regime the blacks suffered from social exclusion whereby the state sought to provide social services to the white community. Blacks used NGOs to fight the apartheid regime after the banning of political parties by the government. The government tried to quell the social unrest by instituting restrictive legislation to the NGOs. However, the NGOs managed to survive by getting funds from external sources that were anti-apartheid and the funding was camouflaged. While the blacks used the NGOs as frontiers to fight apartheid, they also provided services like health, education and others. The white NGOs managed to thrive unabated. After the fall of apartheid, many leaders left the NGO sector to join the government. It has been of great concern to note that after the apartheid, NGOs failed to assume the position that they used to possess during apartheid. The major objective of the study was to assess the funding strategy of the government in relation to the sustainability of the work of NGOs. This was achieved through analysing the guiding principles and prerequisites of the government in terms of procedures of disbursing funds to NGOs and how this affects NGO operations. The research made use of one major approach in the social sciences which is qualitative. The use of a qualitative technique reflects an attempt to ensure an in-depth understanding of the phenomenon in question. This is what was needed by the question under study, to understand the institutional environment of NGOs by looking into their operational experiences and holding in-depth interviews with NGOs and government officials in order to understand their views about the existing funding strategy. The study found out that the pre-requisites of the funding organisations can be met by NGOs which previously thrived under the apartheid government. Due to their more sophisticated nature, it is these types of NGOs that interface most effectively with the donor community and are major beneficiaries of the bulk of donor funding. It also discovered that the rural-based NGOs are not networked and only rely on government funding which is short-lived. Some of the well established NGOs manipulate the existing opportunities to pursue private interests. Moreover, donors are mainly interested in funding popular activities like AIDS but they target well established organisations. In view of the above findings, the study recommends that the pre-requisites for NGOs must be streamlined to the rural-based NGOs and communication from the government should be improved especially for the rural-based NGOs where forms of communication are limited. There is need to establish an independent body, mandated by the government to carry out NGO issues .The government should also introduce incentives to the donors that fund rural-based NGOs and also encourage donors to fund TB activities by introducing incentives. Moreover, there is need for the government to adopt institutional development principles which emphasises on internal organizational development by training NGO members in order to improve their skills. Externally, the institutional impediments like inherited legal instruments that were pro-apartheid should be addressed. Lastly, there is need for the government to engage NGOs in the policy making process. , Thesis (MSoc) -- Faculty of Management and Commerce , 2010
- Full Text:
- Authors: Vhutuzah,Miriam.
- Date: 2010
- Subjects: Non-governmental organization , Health services administration , Sustainable development
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10353/25926 , vital:64564
- Description: Under the apartheid regime the blacks suffered from social exclusion whereby the state sought to provide social services to the white community. Blacks used NGOs to fight the apartheid regime after the banning of political parties by the government. The government tried to quell the social unrest by instituting restrictive legislation to the NGOs. However, the NGOs managed to survive by getting funds from external sources that were anti-apartheid and the funding was camouflaged. While the blacks used the NGOs as frontiers to fight apartheid, they also provided services like health, education and others. The white NGOs managed to thrive unabated. After the fall of apartheid, many leaders left the NGO sector to join the government. It has been of great concern to note that after the apartheid, NGOs failed to assume the position that they used to possess during apartheid. The major objective of the study was to assess the funding strategy of the government in relation to the sustainability of the work of NGOs. This was achieved through analysing the guiding principles and prerequisites of the government in terms of procedures of disbursing funds to NGOs and how this affects NGO operations. The research made use of one major approach in the social sciences which is qualitative. The use of a qualitative technique reflects an attempt to ensure an in-depth understanding of the phenomenon in question. This is what was needed by the question under study, to understand the institutional environment of NGOs by looking into their operational experiences and holding in-depth interviews with NGOs and government officials in order to understand their views about the existing funding strategy. The study found out that the pre-requisites of the funding organisations can be met by NGOs which previously thrived under the apartheid government. Due to their more sophisticated nature, it is these types of NGOs that interface most effectively with the donor community and are major beneficiaries of the bulk of donor funding. It also discovered that the rural-based NGOs are not networked and only rely on government funding which is short-lived. Some of the well established NGOs manipulate the existing opportunities to pursue private interests. Moreover, donors are mainly interested in funding popular activities like AIDS but they target well established organisations. In view of the above findings, the study recommends that the pre-requisites for NGOs must be streamlined to the rural-based NGOs and communication from the government should be improved especially for the rural-based NGOs where forms of communication are limited. There is need to establish an independent body, mandated by the government to carry out NGO issues .The government should also introduce incentives to the donors that fund rural-based NGOs and also encourage donors to fund TB activities by introducing incentives. Moreover, there is need for the government to adopt institutional development principles which emphasises on internal organizational development by training NGO members in order to improve their skills. Externally, the institutional impediments like inherited legal instruments that were pro-apartheid should be addressed. Lastly, there is need for the government to engage NGOs in the policy making process. , Thesis (MSoc) -- Faculty of Management and Commerce , 2010
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An investigation into the impact of performance management and development system on service delivery in the Eastern Cape: a case of the three Buffalo City hospitals
- Authors: Davashe, Cikizwa
- Date: 2008
- Subjects: Performance -- Evaluation , Municipal services -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape , Hospitals -- South Africa -- Administration
- Language: English
- Type: Thesis , Masters , M Soc Sc (Dev)
- Identifier: vital:11414 , http://hdl.handle.net/10353/307 , Performance -- Evaluation , Municipal services -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape , Hospitals -- South Africa -- Administration
- Description: In the Eastern Cape Department of Health the performance management and development system progress reviews are performed in a summative manner. This happens when a supervisor leaves out all the other progress reviews and conducts a final progress assessment and monitoring at the end of the year. It is worse when the performance agreements are not even signed during the start of a financial year, neither does a newly qualified employee sign. As a result employees are not appraised because there are no progress reviews that are entered on the Persal system. Employees miss an opportunity to be sent for training at the same time they are rewarded late or not at all. It is obvious that the managers do not understand the aims and objectives of the PMDS policy. The research was an assessment of the effectiveness of the performance management and development system in inculcating professional behaviour in the nursing staff in the three Buffalo City hospitals, namely, East London Hospital Complex, Grey and Bisho hospital. The aspects of the policy investigated were the performance reviews, the competency framework and the performance incentive scheme. This research is qualitative in nature. Data was collected using unstructured interviews and open ended questions. The population of this study involved selected Performance Management Managers, Quality Assurance Manager, Area Managers, junior nurses and clerks working in the Buffalo City Hospitals. The respondents of the study were selected using the stratified random sampling technique. Descriptive methods were used to analyse data. Confidentiality was highly maintained and consent form even distributed from the start of the research. The three Buffalo City hospitals are practising a balanced scorecard as a performance measurement tool. It is in the form of workplans that are different for different levels of employees such as the performance workplans, standard framework workplan and individual workplans. ix The study discovered that there is poor compliance in performing the performance reviews. The attention is on the appraisal aspect more than the development aspect. Also, there is a delay in taking the employees for training as a result they end up not being trained. The employees are not rewarded according to their performance. The PMDS policy states that employees that get a score of three are entitled to get a one percent and those that are rated a four or a five qualify for a performance bonus. The study found that the PMDS policy is not implemented well. It is recommended that the performance management manager and the quality assurance manager need to apply a radical strategic transformation and change management to address the challenges.
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- Authors: Davashe, Cikizwa
- Date: 2008
- Subjects: Performance -- Evaluation , Municipal services -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape , Hospitals -- South Africa -- Administration
- Language: English
- Type: Thesis , Masters , M Soc Sc (Dev)
- Identifier: vital:11414 , http://hdl.handle.net/10353/307 , Performance -- Evaluation , Municipal services -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape , Hospitals -- South Africa -- Administration
- Description: In the Eastern Cape Department of Health the performance management and development system progress reviews are performed in a summative manner. This happens when a supervisor leaves out all the other progress reviews and conducts a final progress assessment and monitoring at the end of the year. It is worse when the performance agreements are not even signed during the start of a financial year, neither does a newly qualified employee sign. As a result employees are not appraised because there are no progress reviews that are entered on the Persal system. Employees miss an opportunity to be sent for training at the same time they are rewarded late or not at all. It is obvious that the managers do not understand the aims and objectives of the PMDS policy. The research was an assessment of the effectiveness of the performance management and development system in inculcating professional behaviour in the nursing staff in the three Buffalo City hospitals, namely, East London Hospital Complex, Grey and Bisho hospital. The aspects of the policy investigated were the performance reviews, the competency framework and the performance incentive scheme. This research is qualitative in nature. Data was collected using unstructured interviews and open ended questions. The population of this study involved selected Performance Management Managers, Quality Assurance Manager, Area Managers, junior nurses and clerks working in the Buffalo City Hospitals. The respondents of the study were selected using the stratified random sampling technique. Descriptive methods were used to analyse data. Confidentiality was highly maintained and consent form even distributed from the start of the research. The three Buffalo City hospitals are practising a balanced scorecard as a performance measurement tool. It is in the form of workplans that are different for different levels of employees such as the performance workplans, standard framework workplan and individual workplans. ix The study discovered that there is poor compliance in performing the performance reviews. The attention is on the appraisal aspect more than the development aspect. Also, there is a delay in taking the employees for training as a result they end up not being trained. The employees are not rewarded according to their performance. The PMDS policy states that employees that get a score of three are entitled to get a one percent and those that are rated a four or a five qualify for a performance bonus. The study found that the PMDS policy is not implemented well. It is recommended that the performance management manager and the quality assurance manager need to apply a radical strategic transformation and change management to address the challenges.
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