Dissertations / Theses on the topic 'Nonprofit organizations – Sustainability – Namibia'

Nonprofit organization leaders increasingly encounter social burdens and financial difficulties, jeopardizing ongoing success and organizational sustainability. The purpose of this single-case study was to explore revenue diversification strategies used by 3 leaders of a small nonprofit organization in the mid-Atlantic region of the United States through the conceptual lens of modern portfolio theory. Data were collected via in-depth semistructured interviews, and member checking was used to facilitate accuracy, consistency, and integrity. Methodological triangulation included a document review and analysis of financial statements, tax returns, strategy objectives, the organizational website, social media, and nonprofit data reports. Data from documents and interviews were manually coded, and themes were identified using thematic analysis. Six themes emerged related to process strengths and opportunities for improvement including capitalizing on a mission-driven workforce; using a systematic strategic planning process; building relationships with partners, suppliers, and collaborators; integrating performance measures to areas of importance; and developing and implanting systematic methods to assess customer satisfaction and workforce engagement. The findings from this study might contribute to positive social change by providing revenue diversification strategies and the supporting processes that leaders of small nonprofit organizations can use to enhance existing services, expand community programs, and create ongoing organizational success.

Many leaders of nonprofit organizations (NPOs) lack strategies to build and maintain a financially sustainable organization to continue providing vital social services. The purpose of this single case study was to explore the financial strategies some NPO leaders used to maintain financial sustainability during general economic downturns. Five purposively selected leaders of an NPO in northwestern Indiana participated in the study. The resource dependency theory and the change management theory were the conceptual frameworks that guided the study. Data were collected from face-to-face and telephone interviews and a review of company documentation. Member checking was conducted with participants and data triangulation occurred with an analysis of organization documents that reinforced the validity of the findings. Data were analyzed using Yin's 5-step process of coding of participants' responses, including examining, categorizing, tabulating, creating a data display, and testing the data. Data analysis of organizational documents, interview transcripts, and the organization's social media sites revealed 3 themes: partnerships, fundraising, and diversification as the strategies used to maintain financial sustainability during periods of economic downturns. The findings of this study might contribute to positive social change by providing information to NPO leaders to help improve financial strategies and sustainability for community service organizations during general economic downturns and maintain social services.

This study aims to analyze and evaluate three non-profit organizations regarding how their sustainability accounting reports have changed and developed between year 2017 and year 2019. The study analyzes how parameters in the sustainability index have been taken into consideration to perceive which parameters are the three non-profits organization’s focal points. In addition, the study will analyze how sustainability accounting reports meet the stakeholder's information needs. Given the prevailing issues and purpose of the study, a qualitative method is relevant to this study. The selection of organizations is based on organizations' availability of sustainability reports for the assessment period. In this study, non-probability selection was chosen, where the selection was made through a preliminary investigation. The study is based on a secondary data method which is a flexible and appropriate approach.   This thesis consists of empirical studies that will help strengthen the quality of the study. The data collected in the empirical data have been analyzed on the basis of the theoretical frame of reference. Frame of reference in this thesis is based on sustainable development, sustainability accounting, Venn diagram of sustainable development, triple bottom line and stakeholder theory. The empirical data in this thesis consists of Red Cross Sweden, Save the Children Sweden and WWF.   Based on the result of this thesis, the parameters under dimensions, environmental responsibility, social responsibility and financial responsibility in each organization have similarities. For example, the environmental requirements for purchasing and procurement are seen in both the Red Cross' and Save the Children's sustainability reports. Another example of similarity that can be seen in all three organizations' sustainability reports is gender equality and diversity. The organization's focus for different parameters in sustainability reports depends on the type of business they have. The development of each organization's sustainability reports in 2017 has been remarkable. Prior to 2017, Save the Children was a pioneer in presenting sustainability reports. While the Red Cross and WWF began to present sustainability reports in 2017. According to their stakeholder analysis, all three respective organizations have included all parameters that are important to their stakeholders. Through their dialogues with both internal and external stakeholders, the respective organizations meet the stakeholders' need for information.<br>Syfte: Denna studie syftar till att analysera och utvärdera tre ideella organisationer och hur deras hållbarhetsredovisning rapporter har förändrats och utvecklats mellan åren 2017 och2019. Studien analyserar hur parametrar i hållbarhetsredovisning rapporter har beaktats. Studien kommer också att analysera hur hållbarhetsredovisning rapporter möter intressenternas informationsbehov.   Metod: Med hänsyn till uppsatsens syftet och frågeställningar har studien en kvalitativ ansats. Studien utgår ifrån en sekundärdata metod som är ett flexibelt och lämpligt tillvägagångssätt. Studien består också av empiriska studier som kommer att bidra till att stärka studiens kvalitet. Den insamlade datan i empirin har analyserats med underlag av den teoretiska referensramen. Teoretiska perspektiv: Den teoretiska referensram som uppsatsen bygger på är hållbarutveckling, hållbarhetsredovisning, triple bottom line och intressentteori.  Empiri: De tre ideella organisationer som har undersökts i denna uppsats är Röda Korset, Rädda barnen och WWF.  Resultat: Parametrarna under dimensioner, miljöansvar, socialt ansvar och ekonomiskt ansvar i respektive organisation har likheter. Till exempel ses miljökraven för inköp och upphandling i både Röda korsets och i Rädda barnens hållbarhetsrapporter. Ett annat exempel på likhet som kan ses i alla de tre organisationernas hållbarhetsrapporter är jämställdhet och mångfald. Organisationens fokus för olika parametrar i hållbarhetsrapporter beror på vilken typ av verksamhet de har. Utvecklingen av respektive organisations hållbarhetsrapporter under 2017har varit anmärkningsvärt. Före 2017 var Rädda barnen en pionjär när det gäller att presenterahållbarhetsrapporter. Medan Röda Korset och WWF började presentera hållbarhetsrapporter först år 2017. Alla de tre respektive organisationerna har enligt sin intressentanalys inkluderat alla parametrar som är viktiga för deras intressenter. De respektive organisationerna försöker genom sina dialoger med både interna och externa intressenter möter intressenternas behov av information.

Nonprofit organizational leaders (NOLs) face laws that require increased transparency and more oversight on funding allocations. Grounded by a conceptual framework of Hersey and Blanchard's situational leadership theory, Burns's transformational leadership theory, and Greenleaf's servant leadership theory, this multiple case study was developed to explore the leadership strategies of NOLs who implemented requirements of New York's Non-Profit Revitalization Act to increase funding allocations to support fulfillment of the organizational mission and achieve sustainability. The study population comprised NOLs from the Northeastern United States, who implemented requirements of the Non-Profit Revitalization Act requirements. Face-to-face semistructured interviews with 5 NOLs, a review of organizational documents, and member-checking were used to collect data for the study. Data were analyzed using a framework method to determine themes, visualization to code the data, and methodological triangulation to validate themes. Three main themes emerged from the data analysis: strategies for building and maintaining relationships increased funding allocations and sustainability, trust and accountability strategies improved organizational mission achievement and funding allocations, and strategies for higher standards and expectations improved sustainability. The findings from this study may contribute to positive social change by providing insight to NOLs about the need to create leadership strategies to build relationships and trust with stakeholders while operating a more responsible nonprofit organization, thereby creating a better connection between organizational systems and increasing service effectiveness.

The primary purpose of this study is to explore financial management strategies among administrators of small nonprofit social services organizations. This study addresses the gap in empirical literature with a specific focus on small nonprofit organizations. This study avers that the available literature on social service organizations is fundamentally flawed. It argues for a reevaluation of the available literature based on apparent errors in methodology and research design. The literature reveals that nonprofit organizational empirical research excludes small nonprofit organizations and disproportionately presents a representation of large- and medium-sized nonprofit organizations as the norm for social service organizational financial operations. Previous studies that explore nonprofit organizational sustainability select organizations with annual revenues or assets at a minimum of $100,000. Furthermore, the empirical research excludes small non-profit organizations by design and offers findings that include generalizations that are erroneously attributable to all nonprofit organizations. This dissertation outlines the aforementioned errors in the first two chapters. In order to appropriately investigate the aforementioned, this study draws upon the Afrocentric Perspective to supplement the dominate focus of the available literature on small nonprofit financial management. In chapter three, this study explains the study’s design rationale and presents this study’s significance to the field of social work administration. Additionally, chapter three elucidates this study’s contributions to nonprofit social service organizational research and knowledge. The research questions consider possible correlations between small nonprofit organizations’ sustainability strategies and social work mangers’ education and experience. The study’s research questions also consider how financial management strategies affect organizational sustainability. The research design notation O occurs through the developed questionnaire titled “Nonprofit Organization Sustainability Survey.” Statistical procedures examined grouped questions by themed content and computed the group variables scales: financial management, business experience, educational influence, organization sustainability strategies, entrepreneur activities, and budget planning. More than two-thirds of respondents reported that they had experiences with establishing a nonprofit organization; however, they are more comfortable working with clients than conducting financial management tasks. Additionally, while nearly all of the respondents believed that they can secure funding for the organization, 60% reported that their organization had challenges with securing funding.

There are 1.4 million active nonprofit organizations in the United States; however, funding sustainability often forces nonprofit senior leaders into closure, which can lead to increased unemployment and decreased services provided to local communities. Nonprofit senior leaders seek help from scholars, at times, to identify strategies to secure sustainable funding sources, improve the sustainability of funding, or prevent or reverse losses of funding to their organizations. Through the conceptual lens of the general systems theory, the 2015-2016 Baldrige Excellence Framework and Criteria, and single- and double-loop learning, this single-case study explored strategies used to secure sustainable funding for nonprofit organizations from businesses, foundations, and individual donations. Through a purposeful sample of 3 senior leaders of a small nonprofit organization located in Baltimore, Maryland, data collection occurred through semistructured interviews, a review of public and internal documents, as well as performance outcomes. Through thematic analysis, 4 themes emerged: process strengths, process opportunities, results strengths, and results opportunities. Identifying strategies to secure sustainable funding may assist nonprofit senior leaders when struggling in an environment in which the supply of critical resources is low. The findings have implications for positive social change for nonprofit senior leaders and the community. Nonprofit senior leaders that secure sustainable funding may offer a positive influence in communities by reducing unemployment, creating new jobs, providing tax payments, promoting philanthropy, and improving lives.

Stakeholders are important to the financial sustainability of a nonprofit organization; however, heavy reliance on 1 stakeholder over another can place a nonprofit organization at financial risk. The purpose of this single case study was to explore strategies used by 3 senior leaders of a nonprofit organization in New York who have experience with stakeholder engagements efforts. The conceptual framework used for this study comprised general systems theory and transformational leadership theory. Data were collected using semistructured interviews, and review of organizational documents and online databases. Using thematic analysis, the 4 key themes that emerged from process and results strengths were leadership involvement in engaging stakeholders, persistent promotion of the organization's mission and vision, connection with the community, and workforce engagement activities. The implications of this study for positive social change include the potential to increase nonprofit leaders' understanding of practical approaches that may facilitate stakeholder engagement for improving financial sustainability, improve nonprofit leader–stakeholder relationships, and bolster philanthropic efforts to improve the economic stability of the nonprofit organization and the community.

Thesis (MDF)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: Local non-governmental organisations play an important role in the development processes of Zimbabwe. However, they face an uncertain future, as they depend on volatile external donor funding which leaves them financially unsustainable. This research sought to determine whether local non-governmental organisations in Zimbabwe were sustainable, and to analyse the main factors that influenced their financial sustainability. Through a mixed methods research design including literature review, secondary data analysis and a survey using a structured questionnaire, this research revealed that local non-governmental organisations in Zimbabwe were financially unsustainable. A regression analysis was employed to determine the relationships between the different factors and financial sustainability. The research focused on four factors of financial sustainability of local non-governmental organisations: sound financial management practices, income diversification, own income generation, and good donor relationship management practices. Data used for the research was from 2009 to 2013. The survey of 52 local non-governmental organisations spread throughout Zimbabwe provided primary data for the research. The research confirmed findings of others that local non-governmental organisations in Zimbabwe were not financially sustainable and depended on external donor funds. The research revealed that most local non-governmental organisations were funded entirely by external donors, had no reserve funds, were not generating own income, and depended on average on about three donors. This meant that if the external donors pulled out these organisations would cease operations. The research revealed that on average donor dependency ratios for Zimbabwean non-governmental organisations were above 93 percent, while survival ratios were very low with 22 days being the maximum. These results meant that if external donors completely pulled out their funding, local non-governmental organisations would operate for at most 22 days before closing down. The research also revealed that most local non-governmental organisations in Zimbabwe were not leveraging their assets to generate income, and most were not engaged in own income generating activities while their funding sources were not diversified enough to be regarded sustainable. The government of Zimbabwe was not funding local non-governmental organisations and local donors were scant. The regression analysis ascertained that sound financial management practices had the largest influence on financial sustainability of local non-governmental organisations in Zimbabwe, followed by income diversification, then own income generation and good donor relationship management. The research recommends that international donors should provide local non-governmental organisations with some unrestricted income to support start-up of social entrepreneurship activities and small businesses to ensure the financial sustainability of the programmes they fund. The government of Zimbabwe must view local non-governmental organisations as partners that complement its work and are therefore deserving of government funding. Non-governmental organisations need to change their mind-set, start social entrepreneurship and small business activities, and refrain from just seeing external donors as their main source of funding. Networks of non-governmental organisations must fundraise to train and enhance the capacity of their member organisations in running social enterprises and small businesses, and hire staff with expertise in running profit-making activities to complement their non-profit work.

In the United States, nonprofit organizations (NPOs) face a precarious future because of their heavy reliance on the financial support of government funding, other donor agencies, and philanthropic foundation resources. The purpose of this study is to understand how and to what extent leadership of NPOs can benefit from using funder-required performance data to improve organizational sustainability. Using Pfeffer and Salincik's resource dependency theory to explain organizational sustainability, this qualitative multiple case study of 10 NPOs in a northeastern U.S. state includes 14 interviews with NPO leadership, a document review of NPO 990 tax filings, annual performance reports, and board meeting minutes. All data were inductively coded and then subjected to a thematic analysis procedure. Key findings indicated 6 overarching themes associated with NPO sustainability and funder-required performance measures that impact program sustainability but are mainly used for compliance: (a) NPO adoption and use of performance measures; (b) data collection and evaluation for external compliance; (c) information pertaining to financial, operational, and administrative decision making; (d) NPO leadership decisions regarding internal constructs, operations, and management; (e) resource dependency; and (f) sustainability practices. The implications for positive social change include strategies for NPO leaders to use to ensure survival, continuous community impact, and awareness for policymakers regarding legislative and regulatory developments that may inadvertently harm NPOs.

Thousands of newly established nonprofit organizations (NPOs) with long-lasting and needed missions disappear annually, which negatively impacts the nonprofit sector in general and the potential recipients of the discontinued NPOs' services. The purpose of this quantitative study was to examine the possible influence that the presence of a strategic resource development plan and the establishment of a stand-alone business entity have on the persistence of newly established NPOs that have long-lasting and needed missions in the United States within the context of the theoretical framework resource dependence theory. Research questions focused on the role of commercial activities, particularly the stand-alone business entity model, and the importance of strategic resource development on NPOs' sustainability within the first 5 years of existence. The study population consisted of NPOs that had disappeared within 5 years of existence and those that had remained active for more than 5 years. Data from a researcher-developed survey instrument were collected from 33 representatives of active organizations and 29 representatives of nonactive organizations. Chi-square tests of independence revealed that the strategic resource development plan and the commercial activities/stand-alone business entities were significantly associated with the sustainability of the NPOs. Findings may be used to promote the creation of a strategic resource development plan and/or a stand-alone business entity at the initial stages of NPOs' establishment to sustain their role and contributions in their communities.

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 (MPhil (Sustainable Development Planning and Management))--University of Stellenbosch, 2009.<br>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.

The purpose of this study was to adapt a strategic management model for use in not-for-profit organisations in Namibia. Such organisations are facing increasingly turbulent environments and strategic management has been useful for allowing them to adapt better and to remain sustainable. Not-for-profit organisations, also known as the third sector, make a significant economic contribution; a contribution which, in Namibia, amounted to 2.1% of GDP in 2015/16. However, not-for-profit organisations are largely reliant on donor funding. In Namibia, such funding has declined by 33% since 2010, accounting for just 6% of total health expenditure in 2014/15. A triangular approach to strategic management, with a strategic focus on financial sustainability, programme sustainability and people sustainability, is deemed to be the most effective way to address sustainability in not-for-profit organisations. Accordingly, a qualitative study was undertaken to investigate the way in which not-for-profit organisations that receive PEPFAR funding and operate in the field of HIV/AIDS in Namibia conduct their strategic management. A pragmatic research philosophy was followed with an abductive approach to theory development. The research strategy comprised a case study conducted within a cross-sectional time frame. Purposive sampling was used to identify the 12 research participants, with whom semi-structured interviews were conducted. Data were subsequently analysed using content and thematic analysis. The study concluded that not-for-profit organisations in Namibia carry out limited strategic management. The thematic analysis, however, showed relationships between strategic management and sustainability, strategic management and financial sustainability, strategic management and programme sustainability, and strategic management and people sustainability. A strategic management model was subsequently adapted for use in not-for-profit organisations in Namibia. This model covers the stages of strategic management, namely, the business mission, external and internal analyses, strategy formulation, programme formulation, implementation, as well as feedback and control. Additionally, the model addresses strategic management and the triangular sustainability of organisations in terms of financial, programme and people aspects, and presents the tools necessary for both external and internal analysis during strategy making. This study concludes that the use of this adapted model for strategic management will contribute to the sustainability of not-for-profit organisations in Namibia.<br>Business Management<br>D. Phil. (Management Sciences)

Nonprofit organizations (NPOs) are widely acknowledged for their contribution in serving the needs that the public sector is not able to effectively intervene on. Their existence is particularly important in developing countries, where they are not only long contributors for poverty relief and promotion of human rights, but have also been lately recognized as critical instruments to basic economic growth. By nature, NPOs cannot rely on profit to sustain their operations. They need to adopt alternative operational models that allow the alignment of their stakeholders these organizations depend on. The objective of this dissertation is to give an illustration of the sustainability journey of a skill-based volunteering NPO by showcasing the specific operational model of Grow Movement, a UK organization that focuses on empowering African entrepreneurs through virtual consultancy sessions. Through a case-study, the organization’s business model and sustainability journey are analyzed. The major challenges that Grow Movement has been facing and the CSF for its sustainability are analyzed, and possible solutions are proposed. It is ascertained that the creation of strong strategic partnerships is essential for the promotion of the brand, the recruitment of volunteers and the upkeep of its IT systems. Corporate sponsorship is found as the most viable solution for the lack of a solid volunteer recruitment system.<br>As organizações sem fins lucrativos (OSFL) são largamente reconhecidas pelo seu contributo para a satisfação de necessidades que o sector público não é capaz de proporcionar efetivamente. A sua existência é particularmente importante nos países em vias de desenvolvimento, onde auxiliam na mitigação da pobreza, promovem direitos humanos e são consideradas instrumentos críticos para o crescimento económico básico. As OSFL não dependem do lucro para assegurar a sustentabilidade das suas operações. Elas têm que adoptar modelos operacionais alternativos que permitam o alinhamento dos diferentes stakeholders. O objectivo desta dissertação é o de proporcionar uma ilustração do percurso para a sustentabilidade de uma OSFL assente num voluntariado de diferentes saberes descrevendo o modelo da Grow Movement, uma organização cujo foco incide na capacitação de empreendedores africanos mediante sessões virtuais de consultoria. Através de um estudo-de-caso, são analisados o modelo de negócio da organização e o percurso para a sua sustentabilidade. Os maiores desafios que a Grow Movement tem enfrentado bem como os factores críticos de sucesso para a sua sustentabilidade são analisados e são apresentadas possíveis vias de solução. Conclui-se que a criação de parcerias estratégicas fortes é essencial para a promoção da organização, para o recrutamento de voluntários e para a manutenção dos seus sistemas informáticos. O patrocínio pelas grandes empresas é visto como a solução mais viável perante a falta de um sistema sólido de recrutamento em regime de voluntariado.

A research report submitted to the University of the Witwatersrand Faculty of Humanities, School of Arts, in fulfilment of the requirements of a Masters degree in Arts and Culture Management Johannesburg 2015<br>The Civil Society sector in South Africa has been experiencing a funding crisis for the past 20 years. The arts represent a small portion of Civil Society, and the visual arts a small part of the art. This research considers how these visual arts non-profit organisations (VANPOs) in this economic microsphere have been challenged to survive and sustain their missions in what is a competitive, fluctuating and complex environment. This study scrutinizes the concept of sustainability and the visual arts non-profit sector’s capacity for implementation of economically sustainable projects in the current economic and funding environment in South Africa. It outlines the complex and challenging nature of sustainability for VANPOs. The VANPOs, all small organisations, have limited human and cash resources to implement sustainability strategies while fulfilling their missions. Furthermore the funding environment focuses on short-term project grants and production-oriented efforts. This does not offer the organisations much opportunity towards long-term organisational development nor strategic resourcefulness. At the same time they struggle to remain compliant with government regulations and donor requirements. This research considers methods of assessing sustainability and the perspectives of professionals involved in the management of VANPOs. It examines the challenges they have faced in finding ways to implement sustainability and in the implementation of ‘sustainable’ projects. The brief case studies focus on how five VANPOs have responded to diminishing funding.

This study raises important questions about the motivation that is driving companies to adopt social responsibly programmes, and why they should engage in the field of social development in the first place. Many would argue that the role of business is to make profit and that their only responsibility is to act within the law, while others urge the need for business to get more socially involved and become more accountable in terms of their actions. Particular in developing countries, where governments are often dysfunctional and ineffective, private sector hold the key to resources that does not exist elsewhere, and should contribute to improve those societies. As a result of increased awareness of the role of business in society, which has been triggered through numerous corporate scandals throughout the past decades, the term corporate social responsibility (CSR) has gained great attention. Today, most big companies invest a notable amount of money in CSR programmes of various kinds, however, it is not always clear why they do this. Is it because they really care and want to make a change, or is it because they want to gain or maintain a good public reputation? CSR has long been accused for what has been called “green-washing”, in the sense that it is only an attempt to conceal any forms of unethical and irresponsible behaviour. Nevertheless, there has also been a growing perception that business should play a greater role in the social aspects of society, and by carefully selecting their programmes, this can lead to win-win situations for all the stakeholders involved. This study aims to examine these issues by addressing the need for more sustainable and transparent stakeholder relationships between the companies and the beneficiary organisations. This attempt is achieved through the selection of case studies, as well as examinations of a wide range of literature existing in the field.<br>Thesis (M.Dev.Studies)-University of KwaZulu-Natal, Durban, 2012.

The study was conducted to determine the key obstacles to strategy implementation at the Social Security Commission. The objective was to establish various factors that inhibit successful strategy implementation and explore alternative approaches that could be adopted to facilitate effective implementation of strategic decisions. The data was collected through questionnaires distributed to the personnel of the institution. 34 respondents out of a population of 56 participated in the study. The results showed serious lack of change management practice which could be regarded as the reason why resistance to change from the majority of the personnel is being experienced. Indications are also prevalent from the results obtained that show lack of ownership of the implementation process. In addition, lack of commitment to achieve positive results, lack of control of the implementation plan, ineffective information sharing methods as well as negative organizational culture are influencing the outcome of the strategy implementation process.<br>Business Management<br>M. Tech. (Business Administration)

Non-profit organisations serve disadvantaged people by fulfilling their social needs, promoting social inclusion and building economies. Non-profit organisations are confronted with a tightening funding environment, growing competition for donors and grants, rising demand for services and increasing calls for accountability. The objective of the study was to investigate the way in which non-profit organisations in the Western Cape province apply fifteen management factors of the Lussier Business Success Versus Failure Model. This model was successfully used in various parts of the world to predict the success or failure of a business. A descriptive research design, using a qualitative case-study research approach was used in this study. A purposive non-probability sampling method was applied, and convenience sampling was used to identify twelve participants from four non-profit organisations. Semi-structured interviews were conducted with founders, managers and staff. Descriptive and thematic analysis techniques were utilised, and a deductive coding approach was used to develop thematic areas. Thematic analysis showed three broad themes, namely people, management, and finance. The research established that the non-profit organisations applied nine success factors of the Lussier Business Success Versus Failure Model. Non-profit organisations keep accurate records and adequate financial controls. They do have staff with management experience, while the staff have limited NPO experience. The non-profit organisations make use of professional advisors and networks. The research also revealed that non-profit organisations experience challenges with income-generating activities. They do not plan for the long term and find it difficult to retain staff. Non-profit organisations also lack critical skills, such as strategic planning, marketing management, and administrative management. Non-profit organisations need to build and maintain relationships with government bodies, support organisations and other non-profit organisations. Enhanced information sharing and relationships will reduce the dependence on government grant funding. Applying management principles will enhance the long term survival of non-profit organisations.<br>Business Management<br>M. Com. (Business Management)

The study responds to calls for research within wider contexts. In particular, it is positioned within the South African non-profitable sector – non-profitable organisations (NPO) – in social care. The non-profitable sector is also called the Third Sector, and this research adopted the strategy-as-practice perspective to explore the strategy in this sector. The study investigates how managers and leaders of these NPOs strategise to sustain their organisations and services in a changing and demanding environment. The survival of NPOs is affected by a range of constraints linked to personnel, finances, resources, volunteering, and continuous increase in demand for social care. These constraints require managers and leaders of non-profitable organisations to devise strategies and practices to ensure success and sustainability. The findings of this study confirm the need for resilience to survive over the long term. The findings indicate that NPOs need to adapt to the external and internal environments constantly. Leadership drives resilience through governance and maintains services that are fit-for-purpose for the ever-changing needs of the society they serve. Adapting practices should react to changes through training and retraining, meticulous reporting to partners and other financiers, and complying with their governing entities by applicable legal statures and strict financial control. Adapting is amongst the most important practices identified through this study. A leadership style that enables sustainability was specifically highlighted. Through semi-structured interviews, the researcher uncovered strategic practices of longstanding NPOs to identify the strategies that contribute to long-term survival. Leaders in different management positions shared detailed descriptions of their practices, which served as the data for this research. The data provided the opportunity to research the strategy from a practical perspective, and were confirmed by secondary documents. Using the strategy as practice paradigm, the researcher identified strategic practices within drivers of value and found them to be contributing toward sustainability. The strategic practices were then organised in themes and assertions toward the theory of sustainability regarding these service organisations. The practices influence the stages of the organisational life cycle in a collective system of practices, leading to identifying a phase within the life cycle that contributes to resilience and renewal to aid survival and sustainability. Implementation strategies in the organisations provide good governance inclusive of reporting adequately. They also provide good leadership to ensure stable personnel committed to working together as a team and establish a culture of fit-for-purpose in service delivery. Most important is adapting towards resilience in the short term and developing resources to provide financial stability.<br>Business Management