This research study sought to explore the sustainability of organisations in the field of substance abuse in South Africa. The rationale of this study was based on the premise that the number of substance abusers is increasing, therefore the organisations have to remain functional to deal with the increased demand of services. The study explored the financial position of organisations in the field, perceptions regarding policy and legislation, staff related effects of working in the field, factors that make organisations vulnerable to closure and sustainability threats.

The outbreak of the pandemic had a severe impact on every sector, including the NPO sector. This research has investigated the impact of COVID-19 on non-profit organisations (NPOs) in Cape Town. Due to the unprecedented nature of this crisis, there is limited literature on how the pandemic has affected non-profit organisations in South Africa or in Cape Town. This research seeks to contribute to closing this gap. The main objectives of this research are as follows: Firstly, to understand the challenges imposed by the outbreak of the coronavirus pandemic, mostly known as COVID-19, on NPOs' access to funding, which subsequently resulted due to the lockdown restrictions. Secondly, to understand the challenges imposed by COVID-19 lockdown restrictions in the operations and the ability of NPOs to implement programmes. Thirdly, to understand the role of NPO leadership during the lockdown restriction levels. Finally, to understand what strategies were implemented by NPOs to mitigate the challenge imposed by lockdown restrictions. This is a mixed methodology research study, and purposive sampling was used to select participants in this research study. The research study has used quantitative and qualitative research methods when collecting data. Survey questionnaires were emailed to 70 NPOs, 28 of which completed the questionnaire. For the qualitative data collection, 34 NPOs were invited to participate in semi-structured interviews, 12 of which participated. Some of the interviews were conducted virtually using Google Meet and Microsoft Teams, and other interviews were conducted face-to-face. All coronavirus regulations were observed. The research has found that the virus lockdown restrictions had a severe impact on the financial stability of organisations. The lockdown restrictions have made it impossible for organisations to generate revenue. On the other hand, the lockdown restrictions have challenged organisational leaders to improve their technological skills, as they were forced to run their organisations through virtual platforms. Employees in all sectors, including the NPO sector, were forced to work remotely as a way of adhering to the lockdown regulations. Be that as it may, organisational leaders who were interviewed for this research study highlighted their staffs' hard work during the initial phases of the lockdown regulations, and for their role in the resilience of organisations since the outbreak of the pandemic. Finally, having strategic plans prior to the outbreak of the pandemic have been found to be effective during the initial phases of the lockdown, especially when it comes to guiding the decision-making process. Organisations were able to use their existing strategic plan to decide which programmes needed to be prioritised.

Includes bibliographical references (leaves 101-105). / This quantitative study seeks to understand the management used in four ""ex-DET"" schools, and four ""ex-Model C"" schools, now both termed pubic schools of Cape Town, South Africa. Part of the study questions whether South Africa's former apartheid laws, which resulted in Bantu education, still impacts on school management today. Three staff members from each of the four former Department of Education (""ex-DET"" or ""Black"") schools, as well as three staff members from each of the four former ""ex-Model C"" (""White"") schools were asked to participate. That included each of the schools' principals, the schools' development officers, and another senior manager nominated by the respective school principal. Each was asked to complete a self-administered questionnaire which I had drawn up after extensive reading and research on the subject. This reading included looking at international management authors' work, school-specific management research, the history of education in South Africa, and current South African school management policies. The main current South African school management policies used in this study include: the South African Schools Bill (1996), the Second White Paper on School Organisation, Governance and Funding (1996), the Whole Schools Evaluation Policy (2000), the Collective Agreement on Integrated School Management Systems (2003), the Educators Employment Act (1994), and resolutions to the Educators Employment Act (1994). The questionnaires were predominantly comprised of closed questions, with a few open-ended ones being incorporated so as to be able to gain a little more insight in certain areas. After having met the respondents and dropping off the questionnaires, they were then collected on completion. The data was captured through the use of a process using excel spreadsheets before I was able to begin reflecting and deducing conclusions from it. I began by identifying norms for each category of school's management, and then comparing them against one another. The results showed that different styles of management and perceptions were present between the two (ex-DET and ex-Model C) groups, of eleven respondents each. The majority of all twenty-two respondents indicated that they feel apartheid still affects their schools current means of management. Conclusions were drawn in chapter five and then recommendations for the Department of Education, ex-Model C schools, ex-DET schools, and further researchers were made accordingly.

New Non-profit Organisations (NPOs) are being registered daily. They are established by passionate individuals committed to providing critical services in support of the national development agenda and the global Sustainable Development Goals (SDGs). They therefore form an integral part of a broader ecosystem to ensure a just, equitable and fair society. Unlike for-profit enterprises, donor funding constitutes the single largest source of income for most NPOs. Because of the high levels of donor dependency by many NPOs, fundraising becomes critical and very often the most challenging activity for many NPOs. Given the fundraising challenges and volatile, uncertain, complex and ambiguous (VUCA) environments in which NPOs operate, this exploratory research study reflects on the motivations why founders of NPOs based in the Western Cape started NPOs and their experience and challenges with respect to sustaining these organisations. In particular, it explores: • The main motivations and rationale by founders to start NPOs; • The fundraising experience of founders; • The extent to which founders of NPOs prioritised fundraising; and • How the fundraising role and practice evolved over time The study examined several texts on the motivation and fundraising experience of founders of NPOs as part of a literature review. The research question and methodology is based on this literature review. Non-probability purposive sampling was used for this research study. Twenty founders of NPOs based in the Western Cape participated in the study using a semistructured interview schedule. Ethics clearance for the study was received from the University of Cape Town, Department of Social Development. The dissertation expands on existing knowledge regarding motivations for registering NPOs and the levels of personal investment required by founders. It makes a number of findings with the respect to fundraising as a strategic competency and the importance of fundraising capability. The study confirms that very few founders have prior fundraising and NPO experience and that fundraising is not significantly prioritised as a strategic imperative. I intend for some of the findings to serve as guidance to individuals planning to start a new NPO, of the important role of fundraising which can ultimately ensure the long-term sustainability of the organisation they plan to launch. The research study concludes with a set of recommendations prospective founders could consider when contemplating starting a new NPO.