Case Study- Good Governance

WHAT IS GOOD GOVERNANCE?
Governance is the systematic process of guiding and steering an organization to achieve its objectives, ensuring it is accountable to the public and all its stakeholders for its actions. Governors have ultimate authority over, and accountability for, all decisions and their impact. Good Governance is a combination of ensuring that all those involved in governance understand their roles and stick to them, consistently adhere to a documented set of agreed operational principles and both individually and collectively maintain the credibility, integrity and reputation of the organization.

WHY GOOD GOVERNANCE IS IMPORTANT?
‘Power corrupts and absolute power corrupts absolutely!’ Even leaders with strong character require a context in which they will be held accountable for their actions and effective sanctions taken if they transgress. Organisational continuity and sustainability require institutional knowledge to be available to everyone and not used for personal advantage or to stifle progress. Public resources demand public accountability, resources generated and allocated for public benefit must be used appropriately and transparently.

CASE STUDY – Good Governance

Substance Abuse and Prevention Association (SAPTA) (2007/08)
Sponsor: ford foundation (ff), Education and Sexuality Programme
The Challenge
In 2007 PEN was requested by Dr. William Sinkele, the SAPTA (Support for Addictions Prevention and Treatment in Africa) CE, to review the governance of both the SAPTA Trust and NGO. Three of SAPTA’s original trustees were currently active and two of them were finding it difficult to continue with their increasingly demanding roles. The CEO was receiving little leadership support from the trustees. SAPTA NGO was a fledgling organisation now interested in: buying property, employing more staff, signing major new contracts and expanding on all fronts; the need for an active and engaged board was of paramount importance.

PEN Support Services
With essentially one active and engaged trustee the challenge of forming a new board seemed to be of herculean proportions. PEN advised SAPTA to place an advertisement in the major dailies for new volunteer Board members of the NGO. This was a rare occurrence in Kenya and most of the applicants clearly expected remuneration, others showed no readiness or experience relevant to the roles and responsibilities of charity governors. However, within the hundred plus applications were eight potentially very strong candidates. All were sent orientation packages and interviewed for the Board member positions. The day of the interviews was inspirational. There were seven serious candidates who came fully prepared and clear about their commitment to the mission of SAPTA, the time commitment required, their potential roles and functions and the fact that this role was entirely voluntary. These seven experienced Kenyan leaders from all walks of life, all parts of Kenya, both genders, and different age groups have now formed themselves into a strong team and are empowered to hold management to account and steer the organization in the right direction.

Impact
Today (February 2010), the SAPTA Board and the CEO have a respectful and mutually trusting relationship. The CEO has adjusted to the reality that he has a strong Board of Directors and the Board is aware of its own awesome responsibilities. Each Board meeting is normally fully attended and discussion is strategic and lively. Recently, the Board has approved a newly revised corporate strategy and has offered to organize a major fundraising event for SAPTA.

(Quotation from Bill, CEO SAPTA, re. impact of PEN’s role in strengthening SAPTA Board)

SAPTA owes an enormously debt to Dr. Batten and his most capable staff for their invaluable advice and support from nearly the beginning of our organization and its growth, especially at critical junctures in our organizational life. We are a much stronger and more effective organization due to the input of PEN.