Management of collaborative partnerships for the delivery of social welfare services

Abstract

The South African social welfare system is characterised by the need for the transformation of services and the need for the promotion of service integration among different stakeholders. In the context of the socio-economic transformative processes brought by political reforms of the nineties partnership between stakeholders became a key for the improvement of services delivery by government departments. The Department of Social Development (DSD) prefers an alternative service delivery mechanism for the delivery of social welfare services. The developmental model of service delivery adopted by the DSD had a subsequent impact on the transformation of the policy framework, programmes as well as the restructuring of service delivery mechanisms. This required a form of partnership between the DSD and Non-Governmental Organisations (NGOs) and the kind of collaboration adopted was different from the one that existed prior to the reconstruction and development process. The relationship between the DSD and NGOs has evolved over time, the value thereof being determined by the purpose of the relationship. However, it is important to note that in the new dispensation the DSD has developed policies which seek to transform racially based government-NGO relations. Collaborative partnership is therefore central to the DSD’s value system, its service delivery model as it refers to both clients and role-players as partners. However, having a value system and ensuring the practical application in achieving the intended goals and better partnership outcomes seem to be a challenge for both the DSD and NGOs. This article examines the management of the collaborative partnership for the delivery of services in South Africa with specific reference to the DSD and NGOs. Managing the partnership is a crucial public administrative function for managers employed by the DSD. This article uses a case study in order to analyse the collaborative partnership management processes between the DSD and NGOs. The article concludes that the DSD and NGOs are committed to collaborating in the process of delivering social welfare services, but that the current policy framework seems inadequate in ensuring that the partnership is managed effectively. It is also noted that the policy management regarding the alternative service delivery approach is not yet well-established within the DSD. Decentralisation in managing collaborative partnerships between the DSD and NGOs increasingly contributes to institutional incapacity for joint planning, coordination of activities and communication. In this article it is recommended that the DSD develops a strategy on alternative service delivery mechanisms to guide activities in the context of collaborative public management. This can be achieved using two alternatives: a policy splitting and a linear policy succession. Policy splitting is recommended to implement the Non-Profit Organisations Act, Act 71 of 1997, distinguishing between Non-Profit Organisations (NPOs) requiring registration status to undertake NPO work, and NGOs collaborating with the DSD to deliver social welfare services. Linear policy succession implies replacing the Policy on Financial Awards to Service Providers with a new policy with the same purpose, but incorporating other elements required for the management of collaborative partnerships between the DSD and NGOs.