Redefining PACSA

The organization experienced huge changes in 2018 which
led to instability and stress to both staff and community
partners. A recovery process was initiated end of
December 2018 where there was a need to redefine
PACSA’s ideology, praxis and values. Rebuilding PACSA
means defining principles that underpin our existence and
our work.
A lot of work has been done between December 2018 and
January 2019 to find a common frame in moving forward in
building unity, rebuilding staff morale to enable healing,
organizational recovery, change, renewal and the
activation of more effective programme work.
In its 40 year existence PACSA has been very
instrumental in sustainable development and
supporting vulnerable groups at grassroots levels. As a
learning organization PACSA constantly reviews the impact
of our work, learn from past experiences, weaknesses
and strengths with the purpose of strengthening
the ideological, strategy, organizational cultural
and institutional coherence, congruence and cohesion.
There is a lot of support internally and externally for PACSA to
emerged stronger, addressing fundamental issues that can
either substantially make, break or frustrate the process.
In 2019, PACSA is in a transformational phase, the key
priorities are
a) Institutional strengthening (systems and
governance)
b) Recovery and healing
c) Rebuilding organizational culture
d) Change management
e) Reviewing our Practice and Programme Work

PACSA is a social justice organisation grounded in
faith and grassroots politics. It is in solidarity with
communities who lead their own struggles and
build their own voice. It has adopted process
facilitation through which it reflects, acts and learns
together with communities. PACSA facilitates
processes of reflection with community partners
and journeys with communities in their struggles for
social justice. Gender and the building of women’s
voice, participation and leadership is central to its
orientation.
PACSA also promotes sustainable livelihoods,
strengthens CSO’s and does evidence based work.
It supports the building of people’s power through
social conscientisation.
PACSA does not speak on behalf of the voiceless
and believes that they have their own voice. As such
it does not impose or dictate to communities. It is
not involved in “service delivery” development but
practices an emancipatory orientation. PACSA does
not attend to individual cases and does not provide
care services. PACSA supports the various projects
that communities identify as priorities. These are
community projects/initiatives and not PACSA
projects.
Through its work PACSA creates new political and
social relationships and measures impact through
shifts in power as communities struggle to redress
social and economic injustice.
PACSA espouses an approach to support the
building of agency, facilitate the deepening of
consciousness and to develop critical analytical skills

PACSA is still relevant as injustice still exists and
the system keeps on reinventing itself. There is
need to expose systems of oppression and to
crack open these systems. uMgungundlovu is
the unit of PACSA programme focus and its own
analysis of context. This was subject to some
discussion and needs to be taken forward when
planning

Process facilitation is not easy to understand.
Development discourse has been dominated by
the “project delivery” dimension and not the
emancipator praxis orientation. Funding is
generally provided in linear formatting which is
not conducive to process organizations like
PACSA. Unless an organization can define more
clearly its Planning, Action, Reflection and
Learning (PARL) system (commonly referred to
as PME), that is suitable for its work, it will not
“be able to adequately reflect the richness and
the qualitative aspects of process facilitation.


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