A descriptive research with quantitative approach examined human capital in Non-profit organisations with three objectives: to ascertain the qualifications and skills essential in the non-profit sector; to determine if Non-profit organisations provide training and education support for its workforce and to describe formal education level of NPO workforce in South Africa. The study population were employees of Non-Profit organisation (NPO’s) operating in Cape Town. In order to evaluate human capital, workforce level of education of the non-profit organisations in South Africa, significant to addressing most Non-profit organisations challenges in recent time, a survey has been conducted among the South Africa non-profits, identified on the basis of the simple random sampling. 300 questionnaires were sent out, and 147 valid responses received. Empirical results from the selected civil society organisation seem to suggest and concluded that Non-profit organisations workforce are educated up to Honours degree level on average. However, that education may not be priority for the workforce, rather passion for the job and that satisfactory human capital management reduces turnover, in order word attract and enable retention of productive workforce for non-profit organisation effectiveness.

Nonprofit organizations (NPOs) in the welfare field play a significant role in the national economy. They provide not only care, but also employment to a large component of the population. Therefore, their existence and well-being serve a social as well as an economic purpose. Various changes globally as well as in South Africa, affect the world in which NPOs function. They have to assess the impact of these changes on their operations and implement new strategies to survive and flourish. One of the challenges faced by NPOs is how to differentiate and promote themselves in such a way that it allows them to compete effectively for scarce resources but at the same time remain true to their core mission and values. The concept of branding, to create a lasting and positive impression in the consumer's mind, is one strategy NPOs can pursue to create distinction and competitive advantage. This study was undertaken to determine whether a specific re-branding exercise undertaken by Rand Aid Association during 2005/2006 has had a positive effect on its services and the financial viability of the organization. The results show that the. re-branding exercise has had a significant positive impact on the way the organization implemented and achieved a critical strategic objective, namely the development and sale of a new retirement village. It also made staff more aware of the brand and assisted the organization in obtaining greater clarity on the different businesses it pursues. However, the study also shows that the implementation of a brand orientation holds particular challenges. Many of the challenges are tied to the particular nature of the organization, such as a lack of human and financial resources and the difficulty in justifying expenditure on marketing above allocating these resources to meeting customer needs. Time, knowledge and money constraints also impacted on the process that was followed and on involving staff at all levels. In addition, the diversity of the services and target groups in the organization's portfolio made it very difficult to reach agreement on the true values and essence of the organization. This affected a clear and common understanding of the identity and meaning of the RAA brand. It is recommended that NPOs begin the brand orientation process by developing a clear focus on what the organization stands for and what it aims to deliver. An in-depth examination of the vision, purpose, values and underlying philosophies of the organization is essential. These must be clearly identified and internalized by all staff in order to develop a shared understanding of the brand and work towards consistency in delivering the brand promise. NPOs should realize that staff is one of the most important audiences for branding efforts as they determine the image and ultimately the reputation and continued existence of the organization. Internalization starts with recruiting employees whose values will support the brand, training them to understand and deliver the brand promise and fostering a culture that reinforces positive brand behaviour. NPOs can enhance their brands by utilizing their unique opportunities to develop close and warm relationships with consumers. One of the best ways to differentiate their services is through the relationships they offer and through their responsiveness to changing needs. Many NPOs also depend on word-of-mouth communication to promote their services and build their reputation, therefore conscious and concerted efforts to enhance relationships with existing customers should receive a high priority. Finally, it was evident that NPOs should be aware of and plan for the time, money and effort it will take to develop a brand orientation. Branding cannot be practiced as a once-off event nor do shortcuts pay in the long term. In particular, NPOs should remember that the development of a logo, corporate colours and brochures are the output of the process and not the starting point. The ultimate aim should be to achieve consistency across all points of contact with customers and to ensure that these are in line with the brand promise. / Graduate School of Business Leadership / M.B.L.

Nonprofit organizations (NPOs) in the welfare field play a significant role in the national economy. They provide not only care, but also employment to a large component of the population. Therefore, their existence and well-being serve a social as well as an economic purpose. Various changes globally as well as in South Africa, affect the world in which NPOs function. They have to assess the impact of these changes on their operations and implement new strategies to survive and flourish. One of the challenges faced by NPOs is how to differentiate and promote themselves in such a way that it allows them to compete effectively for scarce resources but at the same time remain true to their core mission and values. The concept of branding, to create a lasting and positive impression in the consumer's mind, is one strategy NPOs can pursue to create distinction and competitive advantage. This study was undertaken to determine whether a specific re-branding exercise undertaken by Rand Aid Association during 2005/2006 has had a positive effect on its services and the financial viability of the organization. The results show that the. re-branding exercise has had a significant positive impact on the way the organization implemented and achieved a critical strategic objective, namely the development and sale of a new retirement village. It also made staff more aware of the brand and assisted the organization in obtaining greater clarity on the different businesses it pursues. However, the study also shows that the implementation of a brand orientation holds particular challenges. Many of the challenges are tied to the particular nature of the organization, such as a lack of human and financial resources and the difficulty in justifying expenditure on marketing above allocating these resources to meeting customer needs. Time, knowledge and money constraints also impacted on the process that was followed and on involving staff at all levels. In addition, the diversity of the services and target groups in the organization's portfolio made it very difficult to reach agreement on the true values and essence of the organization. This affected a clear and common understanding of the identity and meaning of the RAA brand. It is recommended that NPOs begin the brand orientation process by developing a clear focus on what the organization stands for and what it aims to deliver. An in-depth examination of the vision, purpose, values and underlying philosophies of the organization is essential. These must be clearly identified and internalized by all staff in order to develop a shared understanding of the brand and work towards consistency in delivering the brand promise. NPOs should realize that staff is one of the most important audiences for branding efforts as they determine the image and ultimately the reputation and continued existence of the organization. Internalization starts with recruiting employees whose values will support the brand, training them to understand and deliver the brand promise and fostering a culture that reinforces positive brand behaviour. NPOs can enhance their brands by utilizing their unique opportunities to develop close and warm relationships with consumers. One of the best ways to differentiate their services is through the relationships they offer and through their responsiveness to changing needs. Many NPOs also depend on word-of-mouth communication to promote their services and build their reputation, therefore conscious and concerted efforts to enhance relationships with existing customers should receive a high priority. Finally, it was evident that NPOs should be aware of and plan for the time, money and effort it will take to develop a brand orientation. Branding cannot be practiced as a once-off event nor do shortcuts pay in the long term. In particular, NPOs should remember that the development of a logo, corporate colours and brochures are the output of the process and not the starting point. The ultimate aim should be to achieve consistency across all points of contact with customers and to ensure that these are in line with the brand promise. / Graduate School of Business Leadership / M.B.L.

A research report presented to the Department of Social Work School of Human and Community Development Faculty of Humanities University of the Witwatersrand In partial fulfillment of the requirements for the Master of Arts by Coursework and Research Report in Social Development, November 2015 / Monitoring and Evaluation (herein referred to as M&E) has become a critical practice in the delivery and improvement of development programmes in many Non-Governmental Organisations (herein referred to as NGOs). This study explored M&E practices in NGOs. The study adopted a qualitative research approach that allowed the researcher to capture participants’ lived experiences. A case study design was used. The sample size was made up of 8 different Non-Governmental Organisations in Gauteng. From the first two organisations two participants were chosen from each, then one participant was chosen from each of the other six organisations. This gives a total of 10 project/programme managers who were interviewed. Also, two key informants of the study were drawn from people who are experts in the M&E sector by academic qualification and experience who were working as M&E specialists in corporate companies that conduct advanced M&E for NGOs as hired consultancies. These are the participants who were able to offer comprehensive answers that were directly relevant to the purposes of the research. Participants were purposively selected and in-depth interviews guided by the use of semi-structured interview schedules were used to collect data. Thematic content analysis was used to analyse data. The findings of the study reveal that factors such as management style of engagement and donor expectations influence the design of M&E systems. Challenges faced by practitioners in the design and implementation of M&E systems include among other things poor implementation of plans, shortage of personnel who are competently trained to undertake M&E, less funding allocated to M&E and performing M&E as a ritual rather than an important subcomponent of good project management. The findings of this research contribute to our understanding M&E practices in NGOs. It is hoped that insights gleaned in the study will help to inform both practice and theory in this area of inquiry

Literature indicates that the sustainability of Non-Profit Organisations (NPOs) is important as they provide pivotal services to the community. In this study, the researcher investigates common problems associated with strategy formulation and implementation in NPOs in the Nelson Mandela Metropole. The researcher reports on the importance of strategy within all organisations and outlines a strategy process that can be used as a guide to measure strategic planning in NPOs. In pursuit of conducting qualitative research, a self-constructed questionnaire was used to perform telephonic interviews with managers of NPOs. The study yielded a low response rate, but based on the analysis of the data collected, findings indicate that the main problem is not with strategy formulation or implementation, but with the understanding of the concept of strategic planning. During the interview process, it became evident that there is a common misconception that the annual operations planning constitutes a strategic plan. A major limitation to this study was the absence of a benchmark against which to measure success. Unlike a for-profit organisation where success is measured by profit margins, NPOs have different priorities and therefore successful strategic planning differs from one organisation to another. A recommendation for managers at NPOs is that they start thinking strategically about their organisation, its planning, and methods for doing so (which is discussed in Chapter Five).

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.

Thesis (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009. / The awareness of the environmental crisis and the impact of rising poverty globally has led to the search for sustainable solutions. The United Nations Millennium Development Goals (MDGs) describe the solution as a secure peaceful world, a healthier environment and a better quality of life for all. Nongovernmental organisations (NGOs) are important development actors in realising this goal. They work within civil society and focus on the empowerment of the vulnerable and marginalised through the transfer of skills, resources and power. Their flexibility, commitment to social justice and strong relationships with the community allow NGOs to develop creative responses, developing new models for sustainable solutions. A weakness of NGOs is the inability to provide reliable evidence of the effect, or impact, of programmes and their contribution towards a better society. Further the reliance on donor funding can change the focus of accountability from the beneficiaries to donors and stakeholders. The study is based in the given reality that NGOs are required to adopt a more strategic outcomes orientated approach to programme and project planning to be able to measure the impact of services to improve the effectiveness of services and prove their added value to society. This is most often done through the Logical Framework Approach (LFA) as a planning model, as many governments, multilateral aid agencies and donors use this model to develop policies and determine funding priorities. This study therefore gives an overview of the literature regarding the principles, benefits and challenges of the LFA from various sources. These are considered within the diverse and complex development context and how the complexity affects the use of this tool in planning, monitoring and evaluation. The LFA is based on the Management by Objectives model. The LFA provides a relatively objective, systematic and thoughtful guide to project planning which enables organisations to measure their progress in realising goals. The visually accessible log frame explains how the use of resources will contribute towards reaching the goal. It enables the organisation to present their projects to a wider audience increasing its accountability to donors, stakeholders and beneficiaries. Yet, organisations are often very critical of the use of the Logical Framework Approach as it assumes that society is a stable environment where factors can be manipulated to bring about expected results. It ignores the dynamic, complex and frequently unpredictable nature of society and the non-linear path of social learning and empowerment. Further the model can be misused and exploited to enforce power relationships resulting in the development of inappropriate or irrelevant projects that do not meet the needs of the intended beneficiaries. The study concludes that, despite all the criticisms, the Logical Framework Approach can be a very useful tool and provides recommendations that will help find a balance between the structured planning process and the participative and creative social learning techniques. NGOs can be focussed and accountable and still remain more responsive to the needs of communities.

This study was aimed at analysing structural relations between the State and the non-governmental organizations (NGO) sector. It focused on the relations between two NGOs, namely the Labour Research Service and the Institute for Democracy in South Africa on the one hand and the National Development Agency on the other. The National Development Agency is a State intermediary structure established to facilitate funding and policy dialogue between the State and the NGO sector. The three institutions have been included in order to analyse the way in which a state-designed institution relates with NGOs and in turn the NGOs responded in general.

This study was aimed at analysing structural relations between the State and the non-governmental organizations (NGO) sector. It focused on the relations between two NGOs, namely the Labour Research Service and the Institute for Democracy in South Africa on the one hand and the National Development Agency on the other. The National Development Agency is a State intermediary structure established to facilitate funding and policy dialogue between the State and the NGO sector. The three institutions have been included in order to analyse the way in which a state-designed institution relates with NGOs and in turn the NGOs responded in general.

Masters in Public Administration - MPA / Social welfare services are essential for development of human capital and eradication of poverty in South Africa generally. Social welfare plays a pivotal role in enabling the impoverished and vulnerable communities and households to lead their lives through provision of care, social relief, stability and human resource development. Non-Governmental Organisations form an integral part of the welfare system through their formal and informal welfare and residential and non-residential welfare services. The role of the NGOs becomes imperative precisely because of their inherent empathy and proximity to the communities they serve. Government itself has been engaged in the process of transformation and the same challenges of transformation, governance, and effectiveness still profound the NGO sector. Notwithstanding the contribution of the NGOs in the welfare system, it is crucial to scrutinise the nature of their work and the rate of transformation to flourish in the democratic dispensation. To enhance the process of transformation in the NGO sector, government passed a plethora of policies and legislative requirements, inter alia, White Paper for Social Welfare 1997, Non-Profit Organisations Act of 1997. The intent of this research therefore, was to establish the significance of transformation and inherent issues of governance, effectiveness and efficiency in service delivery and sustainability of the nature of social welfare services rendered by the NGO sector in the Western Cape, particularly the Worcester district. / South Africa