The study set out to investigate factors influencing the effectiveness of strategic planning processes among local NGOs in Malawi. Employing qualitative methods, the study used the 'levels of complexity' and 'stages of organization development' models to analyze factors influencing the strategic planning process and the roles and responsibilities played by the board, management, donors, consultants and communities respectively in five selected local NGOs. The study revealed that the level of implementation of the strategic plans was low (46%). In comparison, the implementation was lower for organizational capacity building activities as compared to project activities. HIV and AIDS NGOs had higher levels of implementation as compared to their human rights counterparts. The major causes of the low implementation were the local NGOs' inadequate financial independence from donors to respond effectively and autonomously to the needs and priorities of their beneficiaries; and inadequate capacity for the boards, management, donors, consultants and communities to effectively go through the strategic planning process. In order to improve the strategic planning processes among the local NGOs, the study recommends that local NGOs must become less dependent on 'non developmental donor funding' through: • Making themselves and their services more relevant and therefore more needed by both the beneficiaries and the donors, • Developing skills to negotiate with donors for more 'developmental or good quality funding', • Identifying alternative sources of funding while taking care not to be distracted from their core mandate and; • Investing in the 'strategic capacity' of the board, management, donors, consultants and communities to effectively manage the strategic planning process. Finally, the study recommends that in order to ensure effectiveness of the strategic planning processes, literature or theories guiding the strategic planning processes in local NGOs need to provide guidance on the facts that most local NGOs are not financially sustainable, they do not have adequate capacity to effectively manage the strategic planning process and that they often are not accountable to the communities they serve. / Development Studies / D.Litt. et Phil. (Development Studies)

The role of NGOs has been widely recognised in eradicating poverty and creating sustainable development in communities. Governments and private corporations view them as complementary partners in enhancing the livelihoods of people. In order to survive, NGOs need to be financially sustainable to carry out their missions. Their existence is, however, threatened by the current economic and political climate. In South Africa, the recent global economic recession and the country’s recovery from the apartheid system since 1994 have both had a negative impact in funding financial flow to NGOs. Compounded by the growing demand for new NGOs, evidence shows that there is fierce competition between NGOs for the same funding and, since NGOs by nature do not produce commercial outputs, they are limited to pursue funding opportunities made available through donations. This study explored the issues of financial sustainability within local NGOs in the Gauteng Province. The aim was to build mechanisms that could be put in place to monitor organisational financial sustainability over time. The study used a qualitative methodology and the researcher adopted an exploratory design to gain insight and meaning into the issues faced by NGOs. A sample of ten members from local NGOs in the Gauteng Province was identified and data was collected through key informant interviews and questionnaires. The study found that the majority of NGOs face difficulties in achieving financial sustainability over the long-term. The results indicated that funding in the sector is shrinking, with very few NGOs surviving through endowments. Their major challenges in raising funds are due to area limitations, competition within the sector, lack of skills, staff shortage and visibility. They optimise available opportunities but also acknowledge that they are not implementing other fundraising strategies that could be effective in raising funds. Evidence also showed that these NGOs are meeting the requirements of good financial management practices, which could improve their likelihood to achieve financial sustainability. The research recommends that NGOs need to be empowered to negotiate restrictions under the grants, raise endowments through income-generating activities, manage stakeholder relationships and cost any future funding prospects for key decision making that is likely to have an impact on the structure and the strategic direction of an organisation.

Thesis (MBA)--Stellenbosch University, 2006. / ENGLISH ABSTRACT: Non-profit organisations play an increasingly important role in our society as they often represent community interests. The ability of the non-profit sector to perform effectively has become more critical. In order to maintain their value and effectiveness they require continuous renewal. The increased demand placed on this sector as it partners with government to deliver basic services to the community has amplified the need for this renewal process. The non-profit sector is constantly required to develop new ways of building its capacity in an attempt to meet its challenges. Despite the emphasis placed on the importance of capacity building, the term itse~ is frequently too expansive to be meaningful to decision makers. This paper attempts to develop a working definition of capacity building and assess the capacity building levels of TB Care Association. TB Care Association, founded in 1929, provides a service to tuberculosis patients and their families. Over the last decade, the organisation has moved from being a welfare organisation to a developmental health promotion organisation. The survey conducted on TB Care Association indicates that the scores obtained by the organisation coincide with the organisation's stage of development according to Korten (Mukasa, 2003). The results further revealed that fund raising, over dependence on government funding, lack of succession planning and human resources strategies are potential issues that could impede organisational growth and development. / AFRIKAANSE OPSOMMING: Nie-vir-wins organisasies speel 'n al hoe meer belangrike rol in ons samelewing deurdat hulle die belang van die gemeenskap op die hart dra. Die vermoe van hierdie sektor om effektief te wees raak dus al hoe belangriker. Om voortdurend die vlak van waarde en effektiwiteit vol te hou vereis voortdurende vernuwing. Die toenemende vereistes wat gestel word aan hierdie organisasies deurdat hulle met die regering saamspan om basiese dienste te lewer aan die gemeenskap, het die nodigheid van hierdie vernuwende proses beklemtoon. Die nie-vir-wins sektor moet gedurig nuwe maniere vind om kapasiteit te bou om hierdie uitdagings die hoof te bied. Ten spyte van die klem wat geplaas word op kapasiteitsbou, is die term self gereeld te wyd om betekenisvol te wees vir besluitnemers. Hierdie verslag poog om 'n prakties-georienteerde definisie van kapasiteitsbou daar te stel en om die kapasiteitsbou vlakke binne die TB Sorg Vereniging te bepaal. Die TB Sorg Vereniging, gestig in 1929, bied 'n diens aan tuberkulose pasiente en hul families. Oor die laaste dekade het die vereniging beweeg van 'n maatskaplike rol tot die van 'n vereniging wat fokus op die bevording van ontwikkelingsgesondheid. Die opname by die TB Sorg Vereniging toon dat die tellings behaal deur die instansie ooreenstem met die fase van ontwikkeling soos voorgestel deur Korten (Mukasa, 2003). Die resultate toon verder dat fonds-insameling, oor-afhanklikheid van regeringsfondse, 'n tekort aan opvolger-beplanning en menslike hulpbron strategiee moontlike knelpunte kan wees wat organisatoriese groei en ontwikkeling kan belemmer.

Thesis (MBA)--Stellenbosch University, 2006. / A value-centered, mission-driven strategic framework has been developed for Christian nonprofit (NFP) organisations operating in the developing nations. This framework contains many of the same elements that are used by businesses to develop strategy. The various strategy elements used within the new framework have, where necessary, been adapted to accommodate the dynamics of a Christian NFP operating in the developing nations. The core values of the organisation have been placed at the centre of the process and the mission is what drives the process forward. It is important that the plans and goals developed are aligned with the mission and do not violate the core values. The Christian NFP operating in developing nations faces several challenges with regards to adopting and implementing a strategic management process of which some are restraints and some have to do with the way they view the strategic management process. Some of the restraints faced by them include the lack of clear measurements; a focus on resources instead of results; the lack of accurate, relevant information; strategic convergence and the nature of the competitive environment. The more challenging the environment and circumstances within which the organisation operates, the more important it becomes for a strategic management process. Furthermore Christians often view the strategic management process as a secular intrusion into a spiritual process. The value-centered, mission-driven framework goes some way in addressing these constraints. This research report provides a strategic framework, based on a theoretical approach. It therefore focuses more on the justification and the elements of the process than on guidelines to implement it. It does not address aspects outside of the framework that could hamper the successful implementation of the process. The importance of the spiritual dimension is ignored. The research's exclusive focus on Christian organisations and developing nations provides opportunity for further research. The research reflected in this study is interesting and useful. It adds to the body of knowledge and reveals that more work can be done to assist those in their mission to bring about social change where it is most needed.

Thesis (MBA)--University of Stellenbosch, 2010. / In June 2009, there were 56 244 not-for-profit organisations registered with the Department of Social Development in South Africa. In addition, there are about 100 000 informal (non-registered) not-for-profit organisations in South Africa. The budget allocation of these organisations varies from R100 thousand to R20 million. The South African not-for-profit sector comprises of three types of organisations, namely the Section 21 companies, trusts and voluntary associations. The Non Profit Organisations Act, No. 71 of 1997, came into effect on 1 September 1998 to assist and guide the not-for-profit sector in improving its governance practices. Globally and in South Africa, we see a shift in the focus of governance in the not-for-profit sector. In 2005, a broad forum of South African organisations, donors and government representatives developed a code of good governance for not-for-profit organisations. The forum focused on the need of profit-motivated organisations to invest in community and social developments that exhibit good governance practices. Corporate governance in South Africa has its foundation in the first King Report of 1994. This report, King I, was the result of the work of a committee, formed to address a code of good practices for corporate governance. Its purpose was to promote the highest standard of governance in South Africa, and it is not enforceable by law. In 2009, the third version of the King Report, King III, was released to enhance the current set of governance practices. In the South African context, the King Report is the key piece of best practices that drives governance in the for-profit sector. The not-for-profit sector in South Africa is transforming and adapting to the changing external environment. There is a requirement to have good governance practices in the sector. The size and nature of the organisation would determine the areas of governance that the organisation would apply. The “apply or explain” principles of King III provide each not-for-profit organisation with the flexibility to apply good governance practices.

Thesis (MDF)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: The planet is at risk, which could be to the peril of its people. The current consumption rate of natural resources surpasses capacity and new ways are required to address the ecosystems threats and biodiversity losses the planet faces. This research reviewed the various threats Earth faces and ways to finance corrective action to ensure it remains inhabitable. The research aimed to review factors influencing fundraising of non-profit Environmental Funds and chose as case study, the World Wide Fund for Nature South Africa, given its long history in supporting conservation in the country. The research used the Seven-S strategy model as analysis framework and assessed four of the seven categories namely strategy, structure, systems and staff using data in the public domain. The World Wide Fund for Nature South Africa was found to be financially healthy, liquid and stable. This in itself confirmed its fundraising success over many years and not only during the period of review. It had a diversified funding mix and its largest type of income was derived from subscriptions and donations, which was confirmed by the reliance ratio calculations. There was a clear organisational purpose and direction, yet no specific fundraising strategy was stated. Findings from the supporter retention analysis indicated a possible shift in focus to obtain a larger unrestricted income base and to align with supporters that stay with the cause over longer periods. Structural aspects showed that there was a substantial increase of organisational sub-units supporting new programmes between 2008 and 2013. Contributed income mirrored the changes up to 2012 after which a drop in income was observed. Trustee composition changes and income derived from subscription and donation changes trended in similar patterns. Systems incorporating governance practices, financial reporting and auditing were observed to be sound and in line with good governance practices including King King Code of Governance. The staff analysis showed an increase in overall staffing numbers and concomitant rise in contributed income up to 2012. The retention of key managerial staff was prevalent.

published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

published_or_final_version / Politics and Public Administration / Master / Master of Public Administration

Ethiopia is a country well endowed with a number of development related NGOs who have been involved in socio-economic development at national, regional and grassroots level. In a country like Ethiopia, where natural and man-made hazards persist, NGOs play a crucial role in terms of reducing poverty and other human sufferings. As one of the non-governmental organizations, the Ethiopian Kale Heywot Church Development Program (EKHCDP) has played an important role in supporting and encouraging the development aspirations of local communities in the areas of environmental rehabilitation, water and sanitation, agriculture, health, education, credit and saving schemes.<br /> <br /> The study focused on the Ethiopian Kale Heywot Church community development program in five selected project areas, namely Lambuda, Durame, Shashamane, Debraziet and Nazret. The analysis subsequently examined the nature and extent of community participation in the project planning, implementation and decision-making phases. Thereafter, the study brought into focus general observations gleaned from the investigation and provides recommendation to the EKHC and other stakeholders that have been involved in development activities.<br /> <br /> Quantitative and qualitative methods of research have been applied throughout the investigation. Accordingly, observation, in depth interviews, focus group discussions and structured and semi-structured questionnaires were used to gather information. The qualitative mode was employed to gather socially dynamic information on issues relating to beneficiaries&rsquo / perceptions of processes in order to gain a deeper understanding of the dynamics at play. On the other hand, the quantitative mode was used to test variables related to the research problem. <br /> <br /> The findings indicate that the Ethiopian Kale Heywot Church development program has played a significant role in terms of community development. Moreover, its development approach is responsive to local needs and able to mobilize local and external resources to support the poor, so that through empowerment and participation they will be released from the deprivation trap that they find themselves in. The study also indicates that the EKHCDP has good linkages and networks with other communities and partners. However, the study indicated that the intensity of community participation in decision-making is still low in certain cases. Meanwhile, the beneficiaries did not show a clear understanding of aspects such as project ownership. Finally, this study recommends that genuine community participation should be maintained because it is the core activity contributing to beneficiary empowerment and grassroots institutional capacity building and an essential ingredient for self-reliance and project sustainability.

This research focused on gaining a greater understanding of Indiana nonprofit theatre professionals regarding relationship-building practices with their patrons. In addition, this researcher questioned whether Bruning and Ledingham's organization-public relationship theory was applicable to theatres.Executive directors and managing directors from 21 theatres completed a Q sort to evaluate their perceived level of relationships with their patrons. From the sorts, three distinct factor groups were revealed: communitarians, partner makers, and idealists.The communitarians placed a strong commitment to the community and education. The partner makers focused on building community and business partnerships. Idealists showed a generalized focus on both community, patron, and businesses without being able to fully implement their interests. / Department of Journalism