The importance of a donor management framework on the sustainability of non-profit organisations in Nelson Mandela Bay
- Authors: Van Boomen, Clinton
- Date: 2019
- Subjects: Nonprofit organizations -- Management , Nonprofit organizations -- Finance -- Management Nonprofit organizations -- South Africa -- Nelson Mandela Bay Municipality
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/43676 , vital:37029
- Description: Fundraising and income generation to service operational expenses play a significant role in ensuring the sustainability of non-profit organisations. Literature maintains that in order for non-profit organisations to remain sustainable, designing campaigns and strategies with stakeholder needs in mind is crucial. The study aims at improving donor relations by determining the role donor management systems play in the strategic objectives of non-profit organisations, and whether non-profits adopt strategic approaches to create and maintain relationships with donors. The research also attempted to understand the importance of managing relationships with donors. According to the framework of Determinants of Philanthropy formulated by Bekkers and Wiepking, the researcher utilised the eight key mechanisms as a framework to answer the research question. In the study, simple probability sampling was used to identify non-profit organisations within Nelson Mandela Bay. Data from anonymous participants were collected using a self-completion questionnaire using the determinants of philanthropy framework themes to link responses to the research question and literature. While the study returned a low response rate, the main finding of the research was that non-profit organisations spent more time servicing relationships with existing donors, instead of creating relationships with new potential donors. In the event that a major long-term donor stopped donating, this left the non-profit with a significant predicament of sourcing a new donor, which could be time consuming at best. A possible solution to this issue is to create a strategic relationship management framework which identifies each new and existing donor’s attributes, thereby linking it to the correct campaigns at the right time. The anticipated outcome of this solution is to ensure that there is a consistent supply of donors which will ensure sustainability for the non-profit organisation.
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- Date Issued: 2019
Action notes: No. 6: Constitutions
- Authors: Human Awareness Programme
- Date: 1990-05
- Subjects: Nonprofit organizations -- Management , Nonprofit organizations -- Finance
- Language: English
- Type: instruction , text
- Identifier: http://hdl.handle.net/10962/60086 , vital:27731 , ISBN 1-874808-03-1
- Description: Before an organisation can draw up a constitution, it must decide what kind of organisation it wants to be. An organisation can be a legally constituted organisation which registers with government bodies or it can be an organisation by constitution alone. If an organisation makes a profit from selling things or else administers large sums of money, it must be legally constituted. Such an organisation would be called a closed corporation or a trust fund. If you want to write such a constitution, you should consult a lawyer for advice. Organisations such as civic organisations or advice offices are usually organisations by constitution alone. This means that there is a clause in the constitution which says the organisation has its own personality and that it can be sued or be in debt just like an ordinary person. This book will help those who want to write constitutions for organisations which are organisations by constitution alone.
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- Date Issued: 1990-05
Action notes: No. 3: Workshops
- Authors: Human Awareness Programme
- Date: 1987-06
- Subjects: Nonprofit organizations -- Management
- Language: English
- Type: instruction , text
- Identifier: http://hdl.handle.net/10962/60179 , vital:27744 , ISBN 0-620-11064-3
- Description: This pamphlet will help you to plan a workshop. It looks at planning the content as well as the practical arrangements for the workshop. There are many reasons for having a workshop. They could include: teaching your activists a skill, like running meetings or producing media; analysing a new political development e.g. an election or a new law; planning a programme of action or a campaign; evaluating the work you have done in the past year, or the work you have done for a campaign; sorting out internal problem like structures that are not appropriate or a break down in working relationships. Whatever the reason for your workshop, you need to make sure that the aim is clear right from the start. Before you begin planning, you need to sort out exactly why you are having the workshop and what you hope to achieve by having the workshop. If your aim is clear, you can go ahead with the planning. This pamphlet is about planning a workshop ONCE YOU KNOW WHAT YOU HOPE TO ACHIEVE.
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- Date Issued: 1987-06