Masters in Public Administration - MPA / This study focused on the similar and different roles that the non-government organization sector plays in the China and South Africa together with the challenges they face. / South Africa

Program evaluation is important for improving the activities and services of nonprofit organizations. However, the emphasis on program evaluation has created new challenges and uncertainties for nonprofit organizations. These concerns of evaluation capacity, quality and use are of particular importance in nonprofit contexts where resources are already stretched, and where staff size and capacity are limited. As such, this research study focuses on a specific niche of the nonprofit sector, exploring how stakeholders experience program evaluation in a nonprofit organization, which (a) operates exclusively in one region, (b) is low-resourced, and (c) identifies as providing educational services to a specific community. Using a phenomenological approach to study program evaluation, the study is informed by Colaizzi’s phenomenological approach to explore stakeholders’ lived experience of evaluation in this context. The findings suggest that several components are shared among participants. Their experience is described by four themes (1) rushed and pressed for time; (2) some good will come: a sense of optimism; (3) perceived inadequacy of evaluation; and (4) dedicated, but alone and isolated. From the phenomenological analysis, three underlying contextual factors of this shared experience also emerged, including dependence on the granting system, a suboptimal structure, and individuals’ backgrounds and training. In all, this study offers contributions to evaluation practice, theory and methodological development by studying program evaluation in a rarely examined context, and by contributing empirical data about program evaluation using a methodology that has rarely been used in this domain.

Thesis (MPA.) -- University of Limpopo, 2016 / In Limpopo Province, the delivery of social welfare services is the joint responsibility of the Limpopo DSD and NPOs. The current NPO sector is organisationally configured to have strong partnerships with the public and corporate sectors due to diminished donations from individual and private donors. The Limpopo DSD conserves this beneficial partnership by providing financial support to organisations that render services that are in line with its priorities and also address the strategic objectives of the department. All these partners play a crucial role in ensuring that the poor, vulnerable and excluded people within the South African society secure a better life for themselves. The aim of this study is to determine the reasons behind the incongruence in the funding of NPOs and the services they offer to communities as expected by the Limpopo Department of Social Development in South Africa. The literature reviews concur that successful implementation of developmental social welfare services depends on role players who bring expert knowledge, skills, financial resources and commitment to achieve the desired results. A qualitative research approach was used in this research and data were gathered through the semi-structured interviews. The study proposed that delivery of social welfare services require working together in developing budget and performance reporting arrangements that meet accountability obligations and also contribute to the collective attainment of the outcome. The recommendations made were augmented by the information gathered from the interviewed respondents and were written in such a way that it can address the identified challenges if there are implemented appropriately.

This study examines the extent to which various forms of social capital impact participation in nonprofit organizations. Previous research has focused on the importance of trust and engagement among social and political networks to form strong community ties that can cultivate the growth of social capital and promote participation in nonprofit organizations. The data analyzed in this study were derived from the Central Florida Social Capital Benchmark survey, collected at the University of Central Florida's Institute for Social and Behavioral Sciences. To represent social capital, related variables from the survey are combined to create indices that represent civic engagement and community trust. For the purposes of this study, participation in nonprofit organizations is defined by volunteerism and philanthropy. Results from this analysis provide evidence that (1) social capital assets are predictors of volunteerism and philanthropy and (2) higher levels of social capital are correlated with increased participation in nonprofit organizations. Although participation in nonprofit organizations can vary depending on a community's characteristics, social capital can be seen as an important element in the development of the nonprofit sector.

謝蕾. / "2002年11月". / 論文(哲學碩士)--香港中文大學, 2002. / 參考文獻(leaves 76-82). / 附中英文摘要. / "2002 nian 11 yue". / Xie Lei. / Lun wen (zhe xue shuo shi)--Xianggang Zhong wen da xue, 2002. / Can kao wen xian (leaves 76-82). / Fu Zhong Ying wen zhai yao. / 摘要 --- p.ii-iii / 目錄 --- p.iv-v / Chapter 第一章 --- 緖論 --- p.6 / Chapter 一. --- 概述 --- p.6 / Chapter 二. --- 研究方法 --- p.8 / Chapter 三. --- 研究意義 --- p.10 / Chapter 四. --- 本研究的結構 --- p.10 / Chapter 第二章 --- 文獻回顧 --- p.11 / Chapter 一. --- 國家與非營利部門 --- p.11 / Chapter 二. --- 現有非營利組織法律體系的研究 --- p.18 / Chapter 第三章 --- 研究框架 --- p.23 / Chapter 一. --- 研究對象的說明 --- p.23 / Chapter 二. --- 概念的提出 --- p.23 / Chapter 三. --- 操作化 --- p.29 / Chapter 第四章 --- 中國非營利組織現行法規的比較分析一一縱向比較 --- p.32 / Chapter 一. --- 非營利組織管理法規立法的歷史回顧 --- p.32 / Chapter 二. --- 1949年之後相關法規的對比分析 --- p.39 / Chapter 三. --- 法規特徵分析 --- p.48 / Chapter 四. --- 小結 --- p.49 / Chapter 第五章 --- 特定國家/地區非營利組織法律框架比較一一横向比較 --- p.50 / Chapter 一. --- 各國/地區法律體系的構成與發展 --- p.50 / Chapter 二. --- 法律框架的比較 --- p.53 / Chapter (一) --- 非營利組織與國家的政治關系比較 --- p.53 / Chapter (二) --- 經濟關系 --- p.59 / Chapter (三) --- 内部關系 --- p.61 / Chapter 三. --- 分析總結 --- p.63 / Chapter 第六章 --- 解釋分析 --- p.68 / Chapter 一. --- 縱向比較結論：差異及其原因分析 --- p.68 / Chapter 二. --- 橫向比較結論：差異及其原因分析 --- p.70 / Chapter 三. --- 改進中國非營利組織法律環境的政策建議 --- p.73 / Chapter 四. --- 本研究有待改進之處 --- p.75 / 參考書目 --- p.76 / 中文部分 --- p.76 / 英文部分 --- p.78 / 附錄（一）：中國、新加坡、印度、日本和臺灣地區非營利組織法律、法規文本匯集（暫 缺巴西《非營利機構成立和運作法案》之英文版本） --- p.83 / 附錄1中國非營利組織法律、法規匯編 --- p.83 / 附錄1-1中國各歷史時期有關結社的法律規定 --- p.83 / 附錄1-1.1 20世紀早期中國的补團狀況和相關法律 --- p.83 / 附錄1-1.2國民黨政府時期的相關法規 --- p.83 / 附錄1-1.3建國前中囯共産黨的相關法規 --- p.85 / 附錄1-2中華人民共和國成立之後的非營利組織法律、法規 --- p.86 / 附錄1-2. 1《社龠團體登記暂行辧法》（1950年） --- p.86 / 附錄1-2. 2《社會圑體登記管理條例》（1989年） --- p.88 / 附錄1-2. 3《社會團體登記管理條例》（1998年） --- p.90 / 附錄1-2. 4《中華人民共和國公益事業捐贈法》（1999年) --- p.95 / 附錄2-1新加坡《社團法》SOCIETIES ACT --- p.98 / 附錄2-2新加坡《慈善組織法》Charities Act --- p.110 / 附錄3印度《社團法》 --- p.146 / 附錄4臺灣《人民圑體法》 --- p.153 / 附錄5-1日本《非營利組織法》 --- p.159 / 附錄5-2日本《民法典》 --- p.175 / 附錄（二）中國民政部政府官員訪談（姓名略去）2002年2月7日 --- p.180 / 圖表目錄 / 表目錄 / Chapter 表1 --- 比較框架 --- p.24 / Chapter 表2 --- 中國非營利組織法規中對非營利組織定義的演變過程_ --- p.33 / Chapter 表3 --- 各國/地區非營利組織法律框架主要構成 --- p.35 / Chapter 表4 --- 各國/地區非營利組織法律框架對公益類型非營利組織的界定_ --- p.56 / Chapter 表5 --- 各國/地區非盈利組織法律框架主要內容的比較_ --- p.58 / Chapter 表6 --- 2002年人均國民生產總值比較___ --- p.60 / Chapter 表7 --- 1995年-2001年各國/地區民主程度的比較_ --- p.63 / 圖目錄 / Chapter 圖1 --- 各國/地區韭營利組織法律得分比較_ --- p.58 / Chapter 圖2 --- 分項比較得分 _ --- p.63

The field of nonprofit management education is nascent and little of the research has extended into the area of leadership as a requisite competency for nonprofit leaders. Likewise, the research on leadership has not been widely extended to the nonprofit sector. Prior research suggests a broad range of competencies are necessary to lead in the dynamic, complex environment of nonprofits, the exercise of which differs from that in the for-profit sector. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2015 / FAU Electronic Theses and Dissertations Collection

A recent and minimally researched model of leadership centred in the role of the steward offers potential for a focused and expedient model for leadership of Christian nonprofit organizations. The purpose of this research is to add knowledge to nonprofit leadership by defining the primary characteristics of leadership that is focused around the role of the steward. It will secondarily describe the extent of awareness and implementation of steward leader characteristics among leaders of Christian nonprofit organizations. This study researches the characteristics of the steward leader through two major phases. The first phase of research involves the exegetical study of the history and characteristics of the historical steward as revealed in the ancient documents of the classical Greco-Roman and biblical steward. This study results in the development of a preliminary typology of historic steward leader characteristics. Phase two refines the characteristics of the steward leader by conducting field research using survey and in-depth interviews with contemporary leaders of Christian nonprofit organizations. The preliminary characteristics of the steward leader derived in phase one were presented to contemporary Christian nonprofit leaders through a quantitative survey to confirm a typology of contemporary steward leader characteristics and to pre-qualify participants for in-depth interviews. The survey also functioned to assess the extent to which leaders formulated their leadership role through such characteristics. Ten participants were chosen for in-depth qualitative interviews from the survey participants who self-identified their personal leadership style as steward leadership. The interviews engaged the leaders more deeply in the subject, sought to elicit their understanding, perceptions, and attitudes about steward leadership, and further refined a typology of steward leader characteristics. The research confirms that a primary typology of distinctive leadership characteristics exists among senior leaders of Christian nonprofit organizations who visualize and demonstrate their role as stewards.

Non-profit organisations are of great importance in community development. These organisations often take up those issues of concern in communities, which profit making organisations are not interested in pursuing. Many South African non-profit organisations remain dependent on sources of revenue such as subsidies, donations or grants (if available) from the government or the private sector. As times have changed in the country whereby such revenue sources are limited, non-profit organisations focus on becoming more efficient in the management of these organisations. Managing non-profit organisations is in many cases carried out by participants on a voluntary basis. Projects and programmes can ensure meaningful outcomes if Strategic Management principles and processes are applied efficiently in the initial phases of development. Some examples of non-profit organisations in communities are evident in the form of educational institutions, social and welfare organisations, environmental community forums and organisations representing the business sector. / Prof. N. Lessing

The holistic, landscape-based approach of Sustainable Forest Management (SFM) in the United States emphasizes the importance of addressing three components of forest management: ecology, community, and economy. Many believe this approach represents an important and positive paradigm shift in natural resource management. In Vermont, as well as many other parts of the United States, parcelized forest ownership presents challenges to the achievement of SFM on private property. These challenges include that of applying concepts of landscape-scale management over a mosaic of small landownerships while addressing ecological, economic, and social dynamics. Many authors have suggested a need for new institutions that are better capable of addressing the integrated, boundary-crossing nature of SFM on private lands. In Vermont, partnerships involving environmental non-profit organizations are implementing innovative management strategies to promote SFM which address the challenges of parcelization. In so doing, non-profit groups are branching out from traditional roles of advocacy and public goods protection to address not only the ecological, but also economic and community aspects of forest management. Examining the strategies, organizational roles, challenges and perceived permanence of these partnerships provides a greater understanding of the nature of these new institutional arrangements for SFM. This study asks the question: How do partnerships involving environmental nonprofit organizations in Vermont attempt to achieve goals of sustainable forest management in the context of a parcelized landscape? Using a multiple case study approach, I examine three SFM-related partnerships in Vermont that involve environmental nonprofit organizations. I assess their strategies, organizational roles, challenges and perceived permanence. Results indicate that partnerships involving environmental nonprofit organizations are playing important roles in defining and institutionalizing SFM in Vermont. Partnerships use diverse strategies through which they strive to account for the three components of SFM. I find three points of entry into SFM-related issues, connected to three strategies used by partnerships to address issues of parcelization: community-based, alternative silviculture and product branding. This diversity in approach may complement the diverse nature of forest landowner’s wants and needs. Furthermore, demonstrated flexibility at the partnership and organizational levels allowed partnerships to better work toward their goals. Challenges encountered by partnerships involved both internal dynamics and external circumstances, including differential organizational capacity and economic conditions, respectively. In addition, perceived permanence of these institutional arrangements may be related to the roles that environmental nonprofit organizations play within each partnership. Findings increase our understanding of the changing roles of non-profit organizations in the forest management sector, raise key questions about the permanence of such arrangements, and provide insights into partnership practices and challenges that may be applied in other settings. The results of this study contribute to a broader analysis of national trends in SFM.

The purpose of this study was to describe and analyze the leadership experiences of woman presidents of nonprofit agencies who are perceived as successful. Recognizing that participants' descriptions of their leadership experience are both similar and different, those similarities and differences are explored and analyzed. Commitment to the organization's mission, communicating a vision into action, fostering collaboration, and an adaptable leadership approach all contributed to the success of these female board presidents. A case study design was used to obtain an in-depth understanding of the phenomenon of women leaders on nonprofit boards of directors. In-depth interviewing, observations with field notes, member checking, and written materials were utilized as data collection techniques. The selection of eight current and former board presidents for this study involved purposeful, criterion-based sampling. The researcher selected subjects based on their knowledge and experience with the phenomenon under investigation. An interesting finding from the study was that participants shared the same motivation and commitment to nonprofit work, as well as similar leadership qualities despite their differences in socioeconomic background, ethnicity, race, and age. The data also revealed these women place a high value on the social element of nonprofit work. Research supports that women overall are more likely to attach importance to helping others then men who place more significance on status and prestige. This finding based on the literature review and data analysis, suggests further research should include a comparative study of leadership qualities of men and women nonprofit board presidents to determine if there is a consistent leadership model.Nonprofits need to recognize that future leaders are out there waiting to be trained and among them are women who have transferable skills along with a passion and commitment to an organization. Those nonprofit agencies who understand the value of training and board development will be cultivating the leaders of tomorrow.