The Southern African AIDS Training (SAT) Programme was established in 1990 as a project of the Canadian International Development Agency (CIDA) and implemented by the Canadian Public Health Association (CPHA). As a programme and later as an organization, its goal has been to enhance the capacity of community organizations in southern Africa to design and deliver effective HIV prevention and AIDS care, support and treatment activities in the region. Following 13 years of growth and development, the SAT Programme completed an evolutionary transformation to become the Southern African AIDS Trust (SAT) in 2003–a regional autonomous organization, registered initially as a charitable Trust in Zimbabwe and later relocated to South Africa. SAT became the implementing agency of what was previously the SAT Programme. In essence, the Programme "graduated" to become the Organization. This paper presents the transition process and discusses the factors that contributed to and affected this process.
Abstract Background National public health associations (PHAs) are key partners with governments and communities to improve, protect and promote the public's health. Governance and organizational capacity are among the key determinants of a PHA's effectiveness as an advocate for appropriate public health policies and practice. Methods During 2014, the World Federation of Public Health Associations (WFPHA) conducted an on-line survey of its 82 PHA members, to identify the state of organizational governance of national public health associations, as well as the factors that influence optimal organizational governance. The survey consisted of 13 questions and focused on the main elements of organizational governance: cultivating accountability; engaging stakeholders; setting shared direction; stewarding resources; and, continuous governance enhancement. Four questions included a qualitative open-ended response for additional comments. The survey data were analyzed using Microsoft Excel. The qualitative data was analyzed using thematic content analysis Results Responses were received from 62 PHAs, constituting a 75.6 % response rate. The two most important factors that support governance effectiveness were a high degree of integrity and ethical behavior of the PHA's leaders (77 %) and the competence of people serving on the PHA's governing body (76 %). The lack of financial resources was considered as the most important factor that negatively affected organizational governance effectiveness (73 %). The lack of mentoring for future PHA leaders; ineffective or incompetent leadership; lack of understanding about good governance practices; and lack of accurate information for strategic planning were identified as factors influencing PHA governance effectiveness. Critical elements for PHA sustainability included diversity, gender-responsiveness and inclusive governance practices, and strategies to build the future generation of public health leaders. Conclusion National PHA have a responsibility to put into place the practices and infrastructure that enhance organizational governance. This will enhance their ability to be effective advocates for policies and practices that enhance, protect and promote the public's health. The WFPHA has an important role to play in providing the technical assistance and financial resources to assist PHAs in attaining and sustaining a higher level of governance capacity.
