This paper investigates strategic planning to understand managers’ perception of its benefits to Non- Profit Organisations (NPOs). The investigation was preceded by a review and repertoire of theoretical evidence of NPOs integration of strategic planning in support of management function: a management tool designed for and used mainly by businesses. The study was based on the application of quantitative data collection and analysis to understand respondents’ perceptions. The paper found considerable increase and popularity in the usage of strategic planning by (...) NPOs having learned about its benefits from prior working experience in businesses. Even though, there is an increase in NPOs’ usage of strategic planning because of envisaged benefit, other NPOs’ Managers simply do not have enough time, skills and resources to deploy them in their respective NPOs. With limited and competitive funding, the use of strategic planning becomes competitive imperatives for NPOs seeking to attract the much-needed funds to support and promote their operations in South Africa. (shrink)

Using research grants administrators and their clients (academic researchers) as the lens, this paper investigated the relevance and implication of a fraud prevention policy at a University of Technology (UoT) in South Africa. The paper adopted a quantitative approach in which closed-ended questions were complemented by open-ended questions in the survey questionnaire in the attempt to capture the perceptions of both research grants administrators and their clients on the relevance and implications of a fraud and irregularity prevention policy. The results (...) indicate that both research grants administrators (71.4 %), and their clients (73%) do not know if UoTx has a fraud and irregularity policy. While only 36% of research grants administrators indicated that they would feel safe reporting deceitful activities, a slight majority (59%) of the clients reported same. With regards to the steps to follow to report fraudulent activity, it was noted that while all (100%) the research grants administrators noted that they were clueless, ironically an overwhelming majority of their clients indicated otherwise. Notwithstanding, both research grants administrators and their clients (93% and 95% respectively) concurred that a fraud prevention policy was necessary for UoTx. The implication is that having phenomenal controls that are not effectively publicized, monitored or worse still overridden by someone are useless. (shrink)