Marseille 2007
Marseille 2007
Abstract book
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Abstract #441  -  SITUATIONAL ANALYSIS AND NEEDS ASSESSMENT OF MANAGEMENT CAPACITY AMONG HOME AND COMMUNITY BASED CARE SERVICE PROVIDERS IN SOUTH AFRICA
Session:
  6.78: Posters A (Poster) on Monday   in  Chaired by
Authors:
  Presenting Author:   Mrs Zanele Mercedes Nxumalo - Department of Social Development, South Africa
 
  Additional Authors:  Dr Malega Kganakga, Mr Niko Knigge, Ms Johanna De Beer,  
Aim:
The Department of Social Development, through a two year DFID funded programme commissioned a research to assess management capacity of HCBC organisations and inform the design and content of the capacity building programme on HCBC management capacity.
 
Method / Issue:
A rapid qualitative needs assessment in three provinces was conducted through interviews, 15 organisational assessment and review of work by mentoring organisations and a desk top literature and policy reviews. The sample included HCBC organisations, mentoring organisations and government officials. Thematic analysis was used to compile the report.
 
Results / Comments:
Most organisations do not have well-developed management systems and do not consider their constitution in decision making and service delivery. Many developed a constitution for registration purposes only. Registering as an NPO and complying with the registration requirements is a major challenge. Most are governed by a Executive Committee, with a flat organisational structure and little differentiation of roles and responsibilities. Strategic planning and project management skills were lacking thus organisations concentrate on micro planning. Information management and financial systems are limited and only respond to donor requirements. Fundraising is a challenge and threats organisational sustainability. The basic working conditions are difficult and emotionally taxing sometimes without stipends. Skill levels and work experience is generally low with limited attention to career development. Networking and external relations including the business sector is limited. The relationship between organisations and government officials is complex. Factors influencing the management capacity of HCBC organisations include: the rapid and uncoordinated growth of the HCBC sector, the financial and statutory requirements that are attainable for organisations; challenges in intergovernmental alignment, the fragmented training and capacity building environment; limited resource environment, time and capacity constraints among district officials, and the crisis environment including nature of their clients.
 
Discussion:
• Priority areas for capacity building programme included general organisational management; project management and planning; financial management; fundraising; human resource management; monitoring and evaluation; and networking and external relations. • Their minimum capacity requirements should consider their changing needs and abilities through organisational life stages and a capacity building programme should elevate organisations to higher level. • Priority areas for a national capacity-building programme for HCBC organisations include: training at appropriate level; intensive mentorship and improved district coordination. • Upgrading only the capacity of organisation will be insufficient. It is also necessary to address broader institutional and systemic affecting their capacity. • Areas identified for further research include a link between organisational management capacity and the provided service quality, implementation of the EPWP in the sector, and assessing existing models for training, capacitating and supporting HCBC models.
 
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