The research findings indicated that the promotion office is critical to the successful third stream income generation in the university. The result further indicated that the Office of the Vice-Chancellor should guide the Office of Promotion to avoid damage to the reputation of the university.
INTRODUCTION
To accommodate the demands and needs of students and staff, and to implement the required services effectively, an institution needs adequate resources and a well-developed institutional progression plan. The Institutional Advancement Process (IAP) is a tool that will help a university to achieve the goals of its strategic vision.
BACKGROUND TO THE STUDY
PROBLEM STATEMENT
RESEARCH QUESTIONS
OBJECTIVES OF THE STUDY
Primary Objectives
Given the current situation for the university in question, the question arises as to how important the institution considers the establishment of a promotion office.
SIGNIFICANCE OF THE STUDY
SCOPE OF THE STUDY
RESEARCH APPROACH, DESIGN AND METHODOLOGY
- Research approach
- Research design
- Research paradigm
- Research methodology
- Literature Review
Therefore, an appropriate population sample should be selected so that it is a valid representation of the entire population. The reason is that the approach of the study is quantitative and empirical in nature.
LIMITATION OF THE STUDY
Delimitation of the study
Some of the other constructs that were included in the literature review are the chancellor's role in fundraising, the importance of alumni in fundraising and the role of an advancement office in the university. According to Bryman and Bell, the relevant guidelines must be followed for the literature review.
Limitations
Due to the specificity of the existence, role and responsibility of a progress, office at public institutions of higher education. Respondents' perspectives and views and the impact of those views will not be generalized to evaluate the effectiveness of comparable departments at other institutions.
DEFINITION OF TERMS (TERMINOLOGY)
Vice-Chancellor The Vice-Chancellor is the chief academic and administrative officer of the university. University of South Africa Established under the Higher Education Act 1997 (Act No. 101 of 1997) as a public institution of higher education where students study.
SUMMARY OF CHAPTERS (CHAPTER LAYOUT)
Third Stream Income In the Duncan Report (2009), third stream income is defined as "all income derived from sources other than government grants (first stream income) and tuition and other student fees (second stream income)".
Orientation of the Study
Literature Review
Research design and methodology
Analysis of Data and Interpretation
Conclusion and recommendations
OVERVIEW
One of the solutions to the problem is to raise tuition fees; however, this is an option with severe limitations, particularly in South Africa (Beerkins, 2009:153). The problem with this view is that it assumes that any interaction with the community will generate an income for the university.
ADVANCEMENT
It is therefore the function of a promotion office to do the necessary market research and be proactive in relation to changes in society. The diagram below is a demonstration of the elements and tools of a promotion office, as some of the elements were briefly discussed above.
VOICE AND VISIBILITY
RELATIONSHIPS
The Advancement Office will need to play a role in managing donor relationships well by establishing new relationships and maintaining existing ones. There will always be a need to maintain transparency between the university and its partnerships that will build trust and long-term relationships.
STRATEGY AND PLANNING
HUMAN CAPACITY
This position will assume responsibility for all administrative functions in the department, in addition to the role of managing the Director's office. This position will carry out partial fundraising activities, considering the full fundraising cycle, interacting with project leaders, academics, departments. In addition, they will assist project leaders, academics and other stakeholders in the development of proposals and provide guidance on procedural issues related to the advancement policy if any.
GOVERNANCE STRUCTURES AND PRACTICES
FUNDRAISING TOOLS
FINANCIAL SUSTAINABILITY
MONITORING AND EVALUATION
LEADERSHIP
THIRD STREAM INCOME
THE ROLE OF THE VICE-CHANCELLOR
ALUMNI RELATIONS
The university should communicate the importance of alumni relations to its alumni and make them understand that a large part of their alma mater and its functionality is also their responsibility. It is important that the university determines how it defines an alumnus and documents this to avoid confusion. The university should be clear in how it defines its alumni and ensure it has an alumni relations policy that governs the relationship between the university and its alumni (CASE, 2016).
WHY ARE ALUMNI RELATIONS IMPORTANT?
The Office of Advancement is responsible for ensuring that it has a well-integrated alumni relations strategy. If the efforts of the Office of Advancement and the gains they receive from engagement with alumni and the private sector exceed the University's investment in the Office of Advancement. The purpose of the research is to determine the importance of the training office at a higher education institution.
HIGHER EDUCATION ENVIRONMENT
To conclude, we can see that there are not many resources or research that has been conducted on third stream income in the Higher Education sector in South Africa. According to the Council for Higher Education Higher education in South Africa in the post-apartheid era has never been more volatile than it is currently. In addition to the above, the CHE Review (CHE, 2016:9), despite the many advances and achievements of higher education described in this review, however, the student protests of 2015 and early 2016 have given expression to fundamental flaws quite dramatically.
THE NATIONAL DEPARTMENT OF HIGHER EDUCATION (DHET) IN
Some of these pieces of legislation include the Constitution of the Republic of South Africa and the Higher Education Act. However, education is not accessible to everyone due to financial constraints, which is one of the constraints within South Africa's larger socio-economic context. Moreover, according to article 29 paragraph 2 of the Constitution (1996), everyone has the right to receive education in the official language or the language of his choice in public educational institutions where such education is reasonably possible.
NORTH-WEST UNIVERSITY AS A HIGHER EDUCATION INSTITUTION
The National Qualifications Framework Act (67 of 2008) provides for the management of the NQF via level dispensations and related matters, as well as for qualifications and quality assurance of qualifications required in the NQF's sub-frameworks. The Skills Development Act contains provisions for the establishment of a national skills agency, the establishment of the Quality Council for Business and Professions and the regulation of apprenticeships and apprenticeships and issues related to skills development (DHET, 2017). The transition to the united NWU has been hailed as one of the most successful and stable higher education mergers in South Africa.
THE ADVANCEMENT OFFICE WITHIN NORTH-WEST UNIVERSITY
NWU wants to make it as easy as possible for donors to donate money to the university. Allocations are handled by the university management on the recommendation of the NWU budget committee. It is therefore important for the advancement office to understand what the university's needs are and where to focus its efforts in terms of marketing those needs to potential investors.
SUMMARY OF CHAPTER
INTRODUCTION
SUMMARY OF RESEARCH QUESTIONS
OVERVIEW OF THE STUDY
It is against this background that this study seeks to establish why it is important that promotion offices are set up at universities.
RESEARCH APPROACH
POPULATION
The respondents who completed the questionnaire formed the subpopulation that was investigated in the study.
SAMPLE
They were used to assess the importance of a promotion office through the perceptions obtained from the management's perspectives of a promotion office at a public higher education institution.
DATA COLLECTION METHOD
THE MEASURING INSTRUMENT
DATA ANALYSIS APPROACH
SUMMARY OF CHAPTER
The next chapter focusing on data analysis will provide the descriptive statistics for the demographic data and the survey questionnaire. The importance of the critical success factors that are crucial for a fundraising office at any public higher education institution will be provided in the research findings.
INTRODUCTION
DEMOGRAPHIC DATA
The table above shows the gender results of the participants who took part in the study. Employees at Walter Sisulu University represented 18.4% of the respondents and the third group representing 15.8% were employees at the University of the Witwatersrand. As indicated in Table 5 above, the employment rate of the participants in the study is indicated.
DESCRIPTIVE STATISTICS – MEASUREMENT INSTRUMENTS
Table 11 above shows the results on the statement that the majority of the participants strongly agreed with the statement (63.2%). Table 12 above shows the results of the statement that most of the participants strongly agreed with the statement (57.9%). This was followed by those who agreed with the statement (34.2%) and (15.8%) who disagreed with the statement respectively.
RELIABILITY TESTING
As this value is above 0.6 – the acceptable threshold recommended by Chinomona & Cheng, we can conclude that all measurement instruments used to measure the importance of university advancement are reliable measures. As this value is above 0.6 – the acceptable threshold recommended by Chinomona & Cheng, it can be concluded that all measurement instruments used to measure the role of the VC in promotion are reliable measures. Since this value is above 0.6, the acceptable threshold recommended by Chinomona & Cheng, it can be concluded that all measurement instruments used to measure the role of the alumni office in the fundraising activities of the advancement office are reliable measures.
INTRODUCTION
DISCUSSION OF THE OVERALL FINDINGS
RESEARCH OBJECTIVE 1: THE IMPORTANCE OF AN ADVANCEMENT
Furthermore, based on the current study findings on the proximity of critical offices to other support functions in the university, it noted that more than 83% of respondents support the idea that critical offices at the university should be located close to each other. Based on the findings related to the respondents' opinions about the importance of the promotion office for the existence of the university, this study found out that more than 86% of the respondents think that the promotion office is the engine of the university strategy. Perhaps given the extreme importance of the promotion office that includes resource mobilization, this research finding validated it.
RESEARCH OBJECTIVE 2: THE ROLE OF THE VICE-CHANCELLOR IN
Therefore, the role of the Vice-Chancellor appears to be crucial to the support and operation of the Office of Advancement. The development service will support the implementation of the university's strategy for achieving the vision and strategic goals. Therefore, there must be a close connection between the Office of Advancement and the Office of the Vice-Chancellor.
RESEARCH OBJECTIVE 3: IMPORTANCE OF ADVANCEMENT OFFICE
It is therefore important that the activities of the promotion office are in line with the needs of the university and the overall strategic goals of the institution. There is therefore no doubt, as evidenced by the results and the literature, that the activities of the advancement office are of critical importance to the financial sustainability of the university. RESEARCH OBJECTIVE 4: THE ROLE OF THE ALUMNI OFFICE IN THE FUNDRAISING ACTIVITIES OF THE OFFICE OF ADVANCEMENT.
RESEARCH OBJECTIVE 4: THE ROLE OF THE ALUMNI OFFICE IN THE
Based on the research findings regarding the advancement office and internal stakeholder communication, the current study finds that the response of more than (76%) respondents indicates that “communication is critical between advancement and internal stakeholder.” This finding is in line with with common practice in many universities in South Africa. Findings from the current study on the alumni office and advancement office strategy showed that more than (60%) of respondents believed that “the alumni office can lead the university's advancement strategy.” Perhaps this perception could be influenced by the fact that Alumni would can be strategically important in fundraising – their involvement in promoting resource mobilization in the promotion office can pay off. Based on findings related to respondents' opinions on the relationship between alumni and advancement, this study found that more than (83%) of respondents believed that “advance should not distance itself from alumni relations .” Perhaps the two offices need to be closely linked because of the strategic importance that the two offices have in terms of resource mobilization.
CONCLUSIONS ON RESEARCH OBJECTIVES
The conclusions are that the Alumni Relations Office should not be independent of the transfer office; that the Alumni Office should open doors to private sector promotion practitioners; that the Alumni Office should be a supplement to the university's promotion strategy; and that the promotion office should cooperate with the alumni relations office in terms of mobilizing resources. Overall, the importance of a promotion agency with regard to the mobilization of resources in a university cannot be overemphasized. However, the promotion office must cooperate with other key entities within the university, such as the Alumni Office and other internal and external stakeholders of the university.
RECOMMENDATIONS
This study recommends that resource mobilization activities by the Advancement Office and the Alumni office should be coordinated to avoid duplication of tasks, conflicts, and confusion regarding resource mobilization from the external university community. This can be accomplished when the advancement office identifies its famous alumni and builds relationships with them. The Office of Graduate Studies needs to profile the university's outstanding graduates and develop a strategic plan to engage and engage alumni in partnership with the Office of Advancement.
OVERALL RECOMMENDATIONS
This can be achieved through meetings organized by the VC Advancement Service with senior executives from companies, foundations, funds and government departments. Based on the research, it has been proven that the promotion department must be well qualified to meet the financial needs of the university. Therefore, it is imperative that the Office of Alumni and the Office of Advancement work very closely with regard to advancement and alumni activities at the University, which will enhance private sector resource mobilization efforts.
LIMITATIONS AND FUTURE STUDIES
SUMMARY OF THE CHAPTER
It is important to be located in close proximity to other support functions in the university. Investing financial resources in the advancement office is not important because it is seen as the fundraising arm of the university. The core function of promotion is to mobilize resources to ensure financial sustainability of the university.
Indicate your home language. English (1)
Indicate your age 25 and younger (1)
Questions related to your work location, qualifications, and experience
- Indicate your level of
- Indicate your total years of Less than 1 year (1)
- Given the size of universities, it
