The introduction of the 2002 King Report on Corporate Governance for South Africa has placed new emphasis on companies to attain higher and more consistent standards of governance. Based on widely recognised and supported governance frameworks it also inspired a rising expectation of accountability and transparency across every aspect of society and also other types of organisations. Through the establishment of the guidelines found in the King II Report the doors have been opened to sport and its various bodies to draw from the experience of corporations and to make use of some of these guidelines in the development of their own guidelines aimed at their own respective needs and purposes. The sports industry and especially its governing bodies need guidelines for proper governance due to the raised level of interest and impact of sport lately. As a result of the corporatisation of sport and increased professionalism, a greater need for proper business management and governance models within sport becomes apparent. The government has also placed renewed emphasis on the need for sport to become more professional in the manner in which it governs itself. If the sports industry cannot achieve this by means of proactive voluntary action and self-regulation, it runs the risk of legislative regulation, which threatens to undermine the sanctity of flexibility and self-regulation which has been central in the development of sport. This study presents a first attempt to determine the levels of non-adherence by national sports federations of South Africa to the principles of best practice governance, identified as the pillars of good governance. These principles are taken from the King II Report, and also the guidelines developed during the first Governance-in-Sport conference. This, a national study in which all South African national sports federations were approached and asked to participate, carries the support of Sport and Recreation South Africa as well as the South African Sports Commission. / Dissertation (MAdmin)--University of Pretoria, 2004. / gm2014 / School of Public Management and Administration / unrestricted

This study identifies the characteristics of seven key principles of good/corporate governance at three levels: as notions that originated in business; in their applications to sport through systematic review; and in relation to the interpretations given to them in the Olympic Movement. The aims of this study are, thus, to establish and utilise the IOC s definitions/interpretations and operationalisations of corporate and/or good governance developed in a western framework and apply to a non-western NOC, the Korean Olympic Committee (KOC). This study adopts critical realist assumptions which give rise to the hypothesis that both the regularities of the Korean society and its unobservable social structures have an impact on the corporate governance of the KOC. It also uses Critical Discourse Analysis (CDA) to examine each interviewee s discourse in order to identify the knowledge embraced by it and to interpret social practice(s) and the exercise of power. CDA is employed in relation to four selected events follows: the KOC/KSC merger, budgetary planning, the recruitment of staff in terms of gender and disability equity and the processes used for selecting the KOC President and the Chef de Mission. The unobservable deep structure is shown to be real domain in Korean society by the social practices exhibited in the four events. The government and, in particular, the State President represent the highest and most influential authority in decision-making on Korean sports policy. That power relationship coupled with the pre-existing structure of the KOC/KSC s financial dependency on the government has resulted in a situation where the government has been able to interfere greatly in the KOC/KSC s overall decision-making on sports policy including the election of the President of the KOC. The KOC/KSC President is the most influential stakeholder in the decision-making within the organisation including the selection of Chef de Mission. As the pre-existing structure of cultural expectations determines that women should usually quit their jobs after marriage and that people with disabilities are incapable of working, the strongly male with abilities-dominated organisational culture has resulted in a social phenomenon whereby few females or people with impairments have succeeded in being promoted to senior positions. From the macro-level perspective, the first KOC/KSC merger accomplished on the orders of the State President shows the dominance of economic power as suggested in Marxist influenced forms of analysis. The incumbent KOC President, who is at the pinnacle of the business elite, contributed to the KOC/KSC merger, which illustrates the aspect of elitism. In connection with the budgetary process, this may be viewed as evidence of the existence of a neo-corporatist structure in which the state plays a central role and acts in a unitary way with the involvement of a limited number of actors. With respect to the meso-level perspective, the aspect of clientelism is exhibited since the government habitually appoints its political aides to be the heads of various sporting organisations. Concerning political governance, it becomes obvious that the government has direct control over KOC/KSC s policy. In terms of systemic governance, the relations among the domestic stakeholders of the KOC are more likely to follow a hierarchical type of governance, as the government has adopted the highest position and the National Federations are under the control of the KOC/KSC. With reference to Lukes (1974) second dimension of power this can be evidenced in the context of the non-decision making roles of women and the disabled. The IOC s interpretations of the key principles of corporate governance in a western framework are applied to the KOC. Accountability, responsibility, transparency and democracy are established but the KOC s governance practices are not equivalent, while effectiveness and efficiency are interpreted as the same ways of the IOC s. In general, power centralisation is apparent throughout the Korean cultural context. The KOC s power structure and organisational culture is likely to be concentrated to the KOC President within the organisation and broadly, the Korean government enjoys its power centralisation decision-making in the Korean context which gives rise to a peculiarly Korean way of interpreting and applying the principles of corporate governance. In such circumstances, nevertheless, where the KOC is making an effort to align its practices with the IOC s recommendations as much as possible, the indication is that the KOC is on course to reflect the IOC s governance practices.

Magister Public Health - MPH / Over the years major changes have occurred in the focus, approach and application of monitoring and evaluation systems as a result of increased levels of emphasis towards achieving results (outcomes) as opposed to activities and outputs. As the focus of management changes from activities to results, so too has the focal point of M&E shifted from the traditional M&E system of progress monitoring that only deals with assessing inputs and implementation processes, to a results-based M&E system that emphasizes the need to assess the contributions of intervention to development outcomes. Nowadays funders, stakeholders and donor agencies want to see the difference that development initiatives make in the livelihood of project beneficiaries.Results-based M&E systems are essential components of most organisational structures responsible for development services and this is very fundamental as it provides vital information and empowers policy makers to take better informed decisions. The foundation of an M&E system is the very first step which is in essence called a ‘readiness assessment’. Such an assessment must be conducted before the actual establishment of an M&E system. Just as a building must begin with a foundation, constructing an M&E system must also begin with the establishment of a readiness assessment. Without this assessment and an understanding of the preparedness and commitment of the organisation, establishing an M&E system may be fraught with difficulties and failure.The Monitoring and Evaluation (M&E) of the Early Childhood Development (ECD) Programme of Ikamva Labantu has always been in the form of a reporting-type check list. The Centre is in a process of establishing an effective M&E system. The problem being investigated in this study is whether Ikamva Labantu has achieved a sufficient level of readiness to establish a results-based monitoring and evaluation system. However, the study shall also highlight crucial aspect of PM&E and RBM&E that will have to be taken into consideration with the establishment of the actual M&E system.With the use of the qualitative research method, the aim of this study is to analyse and assess the readiness assessment phase for establishing a monitoring and evaluation system in the Early Childhood Development (ECD) Programmes of Ikamva Labantu Centre, Khayelitsha.