This thesis examines the relevance of corporate governance in the non-profit sector in South Africa and asks the question "How can the application of current formal governance measures lead to positive change at The Valley Trust. The Valley Trust's strategic planning exercise identified that, in terms of sustainability required the management of the organization review and transformation. I believe that the principles of good governance in these documents apply to non-profit organizations such as The Valley Trust.
Chapter Two
Literature Review
Systems thinking
We are thus alerted to the challenge – and the importance – of incorporating a systems perspective into qualitative research." 34;J/7 In order to understand the real world, systems thinking reduces complexity by constructing hierarchical models in which smaller unit subsystems are nested within large systems." {S. Luckett, 2004: 4).Thus, with the systems thinking paradigm is an implication of another, related paradigm - the constructivist paradigm, which "assumes a relativistic ontology (there are multiple realities)", Denzin and Lincoln (2000:21).
Governance
- The Public Sector
- The Corporate Sector
An extract from the Executive Summary of the King Report compiled by the Institute of Directors quotes James Wolfensohn, then President of the World Bank, as saying: "The proper governance of companies will become as crucial to the world .The environmental aspects include the effect on the environment of the product or services produced by the company.Management in any context reflects the value system of the society in which it operates.
Non-profit organisations (NPOs) .1 Definition
- Governance in the non-profit sector
Subsequent policy making required a decision to be made on what to call these CSOs, and the term "non-profit organization" was chosen to distinguish this sector from the private sector. Non-profit distribution: Profits generated are not returned to owners or directors; profits plowed back into the basic mission. Diversity: A sensitivity to the differences between non-profits and other organizations, and the diversity that exists within the non-profit sector itself.
Leadership
Rethinking leadership who believe that "what's killing us is the illusion of control: that things can be predictable, stable, and forever under control. Moreover, "as leaders commit to the care of the whole person, they should incorporate spiritual care into their practice. A leader's influence stems from his/her knowledge of organizational culture, customs, values, and traditions.
Chapter Three Methodology
Qualitative v Quantitative Research
A researcher's comfort with the ontological, epistemological, axiological, rhetorical, and methodological assumptions of the qualitative paradigm. Comfort with rules and guidelines for conducting research, low tolerance for ambiguity, time for short-term research. Comfort with lack of specific rules and procedures for conducting research, high tolerance for ambiguity, time for long-term study Nature of the problem Previously studied by others.
Strategies of Inquiry
- Systems Thinking
- Action Research (AR)
- Soft Systems Methodologies
A systemic approach to problem solving that supports the work is based on the work of South American Paulo Freire and is known as participatory action research (PAR). They discuss four important dimensions of action science.' "the primacy of the practical, the centrality of participation, the requirement of experiential orientation. The purpose of this comparison, carried out at a later stage of the research process, is to achieve the willingness to take purposeful action in the problem situation".
Chapter Four
Review of Governance at The Valley Trust using Soft Systems Methodology
- The Valley Trust and Soft Systems Methodology (SSM)
- Universal access: Providing basic health care to everyone according to
- Appropriate technology
- Intersectoral collaboration
- Community involvement
The Valley Trust recognized that the formation of effective partnerships and collaborative initiatives is essential for the effective promotion of primary health care and sustainable development. This concept of partnerships is followed in the article in the organization's 2004 Annual Report reporting on the ten years of democracy from 1994 to Building diversity through partnerships became a core. The association's raison d'être has been to try to work together on health issues of common interest and to create an advocacy platform.
Two partnership projects should be mentioned, in which The Valley Trust is an active partner. The partners are two NGOs specialized in early childhood education, TREE and LETCEE, and The Valley Trust. The philosophy of the project has been a comprehensive, family-based approach to the problem of care and support of children in need.
The most significant impact of these partnerships on The Valley Trust was to broaden the geographical area in which it worked. A third, very short phase began ten years later, when the branches of the tree came together and guided growth for a year, but in the process it was discovered. The Valley Trust now has a vision of 'a democratic society in which people take responsibility for improving their own health and quality of life', with the aim of creating processes that support people in achieving their own health and quality of life.
What the Department of Health Education and Welfare now accepts as a policy and blue print for the delivery of health services to the community, Dr. Stott practiced for 30 years at The Valley Trust.
PRIMARY HEALTH
Minister for Health and Welfare when he said in 1982, "br Stott has become a legend in his own time. But 30 years ago Dr Stott was a lone voice crying in the wilderness like John the Baptist. Perhaps the most important of all , Dr. Stott has not imposed western medicine on the people of KwaNysuwa.
He didn't talk about them but sat with them and even learned from them their likes and dislikes in order to educate people and impart the benefits of modern western medicine.
CARE leading to
HEALTH DEVELOPMENT
PRINCIPLES OF PRIMARY HEALTH CARE AND HEALTH DEVELOPMENT (Alma ata 1978)
Soft Systems Methodology (SSM)
- Soft System Methodology, Phase One Observe/enter an ill-defined problem situation
- The Three Analyses
- Soft Systems Methodology, Phase Two Express the problem situation (rich picturing)
- Soft Systems Methodology, Phase Three Generate Root Definitions of relevant systems (RDs)
- Soft System Methodology, Phase Four Construct conceptual models
- Soft System Methodology, Phase Five Compare systems models with problem situation
- Soft Systems Methodology, Phase Six Decide feasible and desirable changes
The stages of the process are described on page 35 and will then be explored in the context of the current situation at The Valley Trust. We want people with a useful understanding of some of the activities undertaken by the Valley Trust - this is not a reductive approach, just a practical measure to get different perspectives." Is the audit report signed off by the board of the partner organization and Auditorium.
Is the analysis of the organization and the internal control system done by the auditor. Decide on steps in the process, (eg a series of workshops to strengthen understanding in terms of gaps identified) including monitoring and controlling the process. Assess the level of understanding of transparency of The Valley Trust staff of the current and desired information sharing process.
Assess the level of understanding of responsibility of The Valley Trust's Trustees and staff in relation to current roles and responsibilities. Decide how you will assess achieving fairness to meet the requirements of The Valley Trust's vision. HUMAN ACTIVITY SYSTEM 2: A Model of Governance Transformation for Accountability at The Valley Trust of Part.
HUMAN ACTIVITY SYSTEM 3: A model of the transformation of management related to transparency at The Valley Trust from unsatisfactory to excellent in all aspects of information sharing. The vision and values of the organization are clearly displayed on the walls and in the literature of The Valley Trust. It seems to me that The Valley Trust is a microcosm of the country, where we have excellent documentation and problems with delivery.
Chapter Five
Discussion and Key Findings
Transformation in the organization is underway, with perspectives on the detail and efficiency differing significantly. Accountability tends to be seen in terms of donors and partnerships, and different cultures have their own interpretation of the meaning. A significant aspect of learning for me is the importance of language to contribute to the understanding and meaning of the concepts related to good management.
Much of the literature is from the North; however, the public and private sectors have applied this to the South African situation resulting in the PFMA, MFMA and the King Report 2002. The NGO/NPO sector refers to these documents and useful work has been done by some members of sector. However, from my perspective, as far as The Valley Trust is concerned, it is a matter of identifying the gap between what is and my vision of what I would like the situation to be ie.
It is also important to be able to communicate the explanation of a preferred application of any of the above. A new mental model has emerged for me that improves my ability to connect with diverse aspects of the work and to strengthen working relationships. I became more aware of the need to be proactive as I found that the various role players in this study were willing to come but only by invitation which encouraged direct response.
I also see myself as a “work in progress” in my life journey, and it is important to me that the work is not only for my benefit, but also adds value in light of the Micah Challenge cited on page 5.
A review of the application of PHC principles at the Valley Trust in the decade following the presentation of the Alma Ata Declaration at the Valley Trust's 50th Anniversary Conference, Durban, South Africa. The Fish Rots from the Head UK, Harper Collins Publishers, Garratt B. 1998) Introduction to Action Research UK, Sage Publications. 2002) Action research in Applying Course based Learning to Practice Leadership Centre, University of Natal, Durban.
Designing a management system for a rural development organization using a systemic action research process, Journal of Systemic Practice and Action Research. PricewaterhouseCoopers (2002) Corporate Governance in South Africa: A Comparison of The King Report 2002 and The Sarbanes-Oxley Report 2002. PricewaterhouseCoopers (2004) The Valley Trust: Review of Governance Structure and Practices: Final Report issued March 2004 Durban, PwC . 2005).
The Action Turn: Towards a Transformational Social Science: A Closer Look at the Scientific Merits of Action Research Article from Center for Action Research in Professional Practice, University of Bath, UK http://www.bath.ac.uk/carpp/theses . htm. Young D.R., Hollister R.M., Hodgkinson V.A., & Associates (1993) Governance, leadership, and management of nonprofit organizations San Francisco, Jossey-Bass Zuber-Skerrit, O. 1996) New directions in action research. 2004) Board Governance: Attracting a New Generation of Non-Profit Directors, http://www.spencerstuart.co.uk/research/boards Covey S.R. 1990) Principle-oriented leadership New York, Simon & Schuster Ltd.
Questioning the Crisis: International Donors and the Reconfiguration of the South African NGO Sector http://www.nu.ac/csds/publications/donor- 9.pdf September 21 Two Cultures”.
Information is made available in a candid, accurate and timely manner
- NAME
- PURPOSE
- AREA OF OPERATION
- BOARD OF TRUSTEES
- DUTIES AND POWERS OF THE BOARD OF TRUSTEES
- GENERAL MEETINGS
- COMMITTEE NON-LIABILITY
- DISSOLUTION
The purpose of The Valley Trust is to facilitate the realization of the potential of individuals and communities and enhance their ability to improve their own health and quality of life in a democratic society. The Trust will be a “non-profit organization” as defined in the Non-Profit Organizations Act, No. 71 of 1997, and its objectives in terms of its public benefit activities will be to promote and facilitate health, development and education. The Chief Executive, based on performance evaluation criteria developed by the Board of Directors for the Chief Executive.
The Board shall determine the scope, powers and duties (in accordance with existing labor laws and codes of good practice) of the said Executive Director. The Board of Trustees must ensure that balanced reporting is provided, at least annually, to the organization's key stakeholders. The board must ensure that aspects such as ethics, social and environmental performance and economic impacts are identified and monitored.
The Trustees shall not be personally or individually liable for any loss suffered by the Trust in the ordinary course of their duties unless it can be proven that they have acted negligently or fraudulently. An organization established by law as referred to in Article 10(1)(cA)(i) of the Act and carrying out approved public utility activities.
