GHPS identifies as a simple (structure) and operational NGO (refer to section 2.3.5). This NGO has clear objectives and try to keep the governance simple,
so it does not spend too much time on organisational activities. GHPS tries to spend as much time and effort as possible on doing its core work. It means that there is much more of a focus on the core objectives and daily operations, than time spent on organisational activities such as strategic planning. GHPS’
organisational structure allows it to span its focus and operations narrowly or widely as the context requires in terms of an increase or decrease in the number of beneficiaries. At present GHPS have a management committee that is responsible for core operations. This committee also meets on a regular basis, and this allows GHPS to respond immediately to any issues or problems that needs to be addressed.
GHPS’ management committee consists of present and past employees, so they are always aware of the core functions of the NGO. They meet every second week and decisions can be taken immediately. The staff at GHPS’ two offices (Stellenbosch and Paarl) meet once every week to discuss matters relating to supervision and administration, so anything that needs to be organised can be done expediently. GHPS have quarterly staff functions at which the full staff are present and more long term decisions or problems are discussed at these meetings. The office manager (appointed in 2016), has taken a lot of administrative duties off the hands of the therapists and has contributed to the smooth running of the work.
From the information gathered it is evident that GHPS operates in a very large geographical area. This means that GHPS have to cover a large region in order to reach beneficiaries that might not be able to come to the consulting rooms in Stellenbosch and Paarl. According to the GHPS Annual Report (2015:5), services rendered to 1230 individual beneficiaries and families (July 2014 – June 2015) in approximately 4646 hour long sessions. Group sessions amounted to 102 hours. In 2015, more than half (56%) of GHPS’ beneficiaries were children. The NGO only have 13 full-time employees at the moment, but still able to reach a very large number of beneficiaries. The GHPS staff structure is broken down as follows:
STAFF NUMBER
Figure 4.11.1 Staff structure of GHPS
The NGO provides services to beneficiaries in 4 separate programmes that address varies problems (as shown in chapter 4). It is evident from the following extract from the Annual Report (2015:5) that these problems are varied and sometimes very complex due to the following problems; violence, poverty, unemployment, substance abuse, and a history of social and political discrimination.
WFP
WFP identifies as a Hybrid / Integrated type NGO. The structure of the NGO at this moment in time can be identified as simple / flexible, but is largely determined by the amount of funding received and number of programmes initiated. WFP is governed by a board of directors, which oversee the governance of the organisation. They also monitor organisational finances and are responsible for policy changes. A management team is responsible for the day to day functioning of the organisation. During mid and end of year reflections community leaders have an opportunity to inform the organisational programme.
WFP tries to develop a model that reflects an identity of a feminist organisation.
Although WFP have an “hierarchical structure”, all stakeholder opinions are important. Farm worker women serve on the WFP board, community leaders reflect and inform programmes and strategic direction. There is also a staff representative on the board. Each staff member has the opportunity to chair staff meetings, though that power is shifted and shared. Staff has the independence to decide programmatic direction, the board needs to decide on major strategic shifts.
WFP also operates in a very large geographical area, as is the case with GHPS.
This NGO also have a full-time staff component of 13 employees. Staff is divided and /or employed in terms of the programmes that WFP initiated in the Western Cape and Northern Cape. The staff structure can be broken down as follows:
Table 4.11.2 Staff structure of WFP
STAFF NUMBER
Management and Administration 4 (Director, Finance Manager, Receptionist, Office Assistant)
Cooperatives Programme 2 (Programme Officer, Programme
Intern)
Health and Empowerment Programme 1 (Programme Officer)
Labour Rights Programme 2 (Programme Officer, Programme
Intern) beneficiaries, through capacitation and training opportunities, become staff members. As an organisation, WFP, also need to respond to immediate an eminent crisis on farms and rural communities. Management, staff and community members have the authority to respond to situations that affect farm women, without consulting the board. Board members are volunteers, with full time employment who cannot respond to day to day matters that the organisation needs to respond to. This give the NGO the flexibility to respond as quickly in times of crisis.
Primary beneficiaries avail themselves to become active in one of WFP’s right based structures. Part of their responsibility is assist other farmwomen and to
recruit more “members” into structures. This model ensures that beneficiaries are co-responsible and accountable for implementation. It also empowers women and ensures that they have an equal voice in organisational decision making in the NGO. This model of co-responsibility ensures that WFP reach large numbers of beneficiaries in a very large geographical region.
4.11.2 ACCOUNTABILITY AND FUNDING