Assessing the relationship between mission-based management practices and revenue in non-profit organizations in Nova Scotia.

摘要

he non-profit sector has always strategized around programs rather than revenues because of its mission-based focus. It had been acceptable to follow this strategy because of the financial and other support received from government and other contributors. However, statistics indicated a continual decline in government and other funding over the past decade had resulted in financial capacity being cited as the non-profit sector's greatest challenge. The purpose of this study was to expand upon prior research findings, which indicated that non-profit organizations needed to become more revenue centered. A quantitative descriptive methodology design was used to determine if nine specific mission-based management practices had any relationship to revenues in the non-profit sector. These nine mission-based management practices were proposed, but not tested, by Peter Brinckerhoff and consisted of the use of a mission statement, use of a board of directors, use of talented staff, use of technology, use of risk in decision-making, use of marketing, use of own financial resources, use of a vision, and use of a right set of controls. The sampling frame for the study was all registered non-profit organizations in Nova Scotia that had filed a 2007 tax return but excluded those with reported annual revenues of less than