Institutions of Governance

Institutions of governance (voluntary welfare and development sectors):

Session 1, Saturday 16 October 1999-10-03

1. Existing situation

_ Attempts are being made to recognize voluntary welfare, developmental sectors, NGO=s and CBO's as a pool of institutions in the country and to encourage the best practices amongst them to be shared and developed.

_ The statutory Council for Social Workers register social workers and auxiliary workers, it is responsible for professional equitable representation on its governing body and includes union and consumer interests. It recently conducted elections and the overall level of participation was very poor.

_ A fair number of voluntary networks and organisation have emerged over decades. The voluntary welfare sector have up to 30 sub-sectoral or "field of service" organisations. These have a strong asset and organisational base and many indicate a willingness to transform.

In the Development sector, which received extremely harsh treatment from government through the 70's and 80's sectoral, provincial and regional networks and forums have emerged through the 90's. These have a significantly smaller asset and organisational base. It is this sector that has haemorrhaged badly over the last 5 years and has lost skilled and experience personnel to various sphere of governmentand been traumatised by donor policy changes. Both sectors face the challenge of moving away from an urban base.

_ Poor coverage in significant parts of the country is a legacy of the political climate and policies such as the creation of homelands and independent states.

_ Both sectors have established development and service financing mechanisms. These include organisations such as the Community Chests movement, scratch card fund-raising such as Viva, Ithuba Trusts, actors largely within the welfare sector. On the other hand institutions such as Kagiso Trust, the Independent Development Trust, the TNDT are development fund-raising mechanisms to the sector B who have their resources from foreign donors and the government and act within the development sector.

Corporate sector initiatives include the social responsibility desks. Joint Education Trust, the National Business Initiative and most recently the Business Trust who have a wider development remit with clear focus on issues such as local government, LED and education. Also active in the country are a range of Northern NGO funder organisations that support the development sector.

_ Network organisations have emerged from all these traditions, The National Social Service and Development Forum has largely a Welfare agenda, the South African NGO Coalition the development sector, while the members of the South African Grant Makers Association are corporate social responsibility foundations and independent foundations. Many other foundations and Trusts remain outside these organised formations.

_ These organisations largely play a co-ordination role, are mechanisms to engage with government and other actors, some undertake campaigns. They have established codes and guidelines but do not have enforcement capability. Those in the welfare sector also play a professional support and role in assisting new organisations to establish themselves.

2. Issues raised by a critical evaluation of the Departments responses to this situation

_ The White Paper commits the department to work with a wider range of organisations, than the traditional welfare sector and to address the gaps in infrastructure. Subjective factors such as experience, financial resources, workable integration and the 'professionalism" approach has mitigated against progress.

_ That there needs to be a significant revision in the manner of working with these institutions B how to achieve the transformation agenda and still ensure the countries assets and investments in these institutions are not lost? Resources need to be secured for a more creative partnership forms.

_ A self-regulatory and supportive ethos has been adopted by the Department rather then the negative harsh over-regulatory approach of the past. This is in recognition of the importance of such institutions in the most efficient use of government resources and in keeping with management ethos of the public sector. While sections of the sector are enthusiastic of this others feel the loss of a protective government and the opening up of the "market".

3. Agenda from transformation in the country

_ Policy of the democratic government has stated in many ways its recognition of these institutions. However, here is a strong perception and experience by these organisations that government is not supportive, to slow in addressing critical issues (eg. Setting up of the NDA and changes to taxation legislation in relation to the sector).

_ Replacing the loss of leadership, skill and momentum in the sector. The space in the 90's led to setting up of networks, these now need to be consolidated, solid organisations that encourage a high level of involvement and participation, perhaps a stronger self-regulatory role; a more strategic role within the sector and in its relations with government and in its own development.

_ Government needs to look further, now that some progress has been made on policy and legislative changes and proposals, on what role it can play in encouraging and supporting the above?

NATIONAL CONSULTATIVE PROCESS OF THE MINISTRY FOR WELFARE AND POPULATION DEVELOPMENT

Community Mobilisation and Social Partnerships

1. The existing situation

_ Government policy documents such as White Papers and the RDP articulate and important role for participation of communities and the critical importance of partnerships. However, realizing this in reality has been difficult due to lack of knowledge and experience of the sector by officials; accessing the tender system, setting aside of resources to enable the sector to engage. On the other hand, competition and conflict over resources, lack of knowledge and experience in working with government and time have been difficult for government.

_ The experience and understanding of partnership is often viewed only in monetory terms, as one sided i.e what government should do; seeking a ball between being a partner and playing an advocacy and watch dog role has been difficult; the government has had some difficulty, at a national level in ensuring it is engaging with reps of the sector and the national networks in a way are as direct result of this being communicated by government, through the then RDP office, to the sector.

_ The challenge, being addressed by the department is to reach organisations, located in poor, rural and under-serviced areas. This will be accelerated with the implementation of the financing policy.

_ At the legislative framework level, the split of the NPO Act is to recognise the sector as an important component of a democratic society, to support the development, to provide incentives to those who contribute to goals that have a public purpose.

2. Issues raised by Critical Evaluation of the Departments responses to this situation

_ A radical realization that policy agendas of developing countries, increasly concerned with promoting private development and partnerships. That partnerships challenge governments in their policies, regulatory frameworks, design and implementation of programmes. That they require a new range of skills of the public sector.

_ More needs to be done to understand that the sector is a critical institution in a democratic society and this must be reflected in work with the sector.

3. Agenda for transformation

_ At a legal framework level, the NPO Act, the NDA Act, the introducation of a State Lottering, the proposals for changes to tax provisions are all positive and encouraging to the sector.

_ Practice of a more radical and creative partnership is necessary.

_ There is need for the sector to be more pro active.