Executive Summary
This project analysis evaluates the Restore International Foundation environment to help drive informed recommendations. This report shows the requirements of various stakeholders who have been making demands to the organization, which include aspects that are geared to streamlining the company’s operations. In this aspect, the donors’ concerns were regarding transparency in resource utilization, while the community advocated for sustainable and humanitarian activities. Additionally, the volunteers demanded recognition from the organization. The partners advocated for transparency and timely completion of the set projects. The rise in these demands led to the need for strategic planning to ensure effectiveness in the organization’s operations.
This report analyses the value chain and shows the relationships between artifacts. An analysis of the resources available to Restore International was also carried out to determine the internal capabilities of the non-governmental organization. This report captures several strategies, which include business management strategies, corporate strategy, and international and entrepreneurial level strategies. Business management strategy emphasizes streamlining business operations to reduce costs. It is recommended to use a business management strategy to foster service delivery efficiency. Corporate-level strategy is essential in building transparency in service delivery and sharing of vital organization information with stakeholders. Restore International organization should use a corporate strategic management approach to improve service delivery using donated resources. Additionally, International strategy should be implemented to expand service delivery through product differentiation and foreign partnerships. This report recommends that Restore International Foundation should employ international management strategies for successful expansion to foreign countries.
Introduction
Restore International Foundation is a non-profit organization emphasizing providing food and essential supplies to persons in need and providing medical care to those with limited or no access to medical care and victims of natural crises and disasters. Restore International Foundation was established in 2018 with an emphasis on serving vulnerable populations. Its operations are inclined with a mission to alleviate poverty through the provision of food and essential supplies to needy persons (Restore Int., 2019). Providing medical care to those with limited or no access to healthcare band victims of natural disasters. The organization also aims to promote health education globally, supporting the education of low-income families through scholarships and donating school supplies. It also uses a holistic approach to empower people globally in the areas of health, career, and leadership development. This organization envisions bringing change to the world one person at a time, guided by values of integrity, honesty, and selflessness. This vision, mission, and value statements play crucial roles in motivating the human resource team to provide the best interventions to humanitarian crises. This paper aims to assess the organization’s vision, mission and values, stakeholders, demands, and central activities to provide informed recommendations regarding improving its service delivery operations.
Analysis
Mission, Vision, Values, and Objectives
Mission
Restore International Foundation, just like any other charitable organization, has its mission centered around alleviating poverty, providing food, medical supplies, and basic supplies for those in need to give them a sense of stability and security. The mission of Restore International Foundation is classified into five which are;
- To relieve poverty by providing food and essential supplies to needy persons
- To provide medical care to those with limited or no access to medical care and victims of natural disasters or crises.
- To promote health education globally
- To support education for low-income families by providing scholarships and donating school supplies
- To use a holistic approach to empower people globally in the areas of health career and leadership development.
Vision
Restore International Foundation believes in inspiring others to act by spreading positive change from person to person, thereby making a significant difference in the world. Their vision, “bringing change to the world one person at a time,” clearly reiterates their act of service. Although we suggested the modification of the vision to transform the world through a purpose-driven, person-centered approach, they preferred to keep it simple with what they were using.
Values
The values of Restore International Foundation are honesty, integrity, and selflessness, which points to the strong moral principles of trust, honesty, and putting the needs and interests of others before one’s own.
Objectives
Assessment of Support Activities
Support activities within Restore International Foundation are crucial drives in achieving organization objectives and programs. Managing organization finances is essential in facilitating success in service delivery, the budget aligns with mission and strategic goals. Financial planning aligns with the organization’s mission and strategies for accomplishing its objectives (Restore Int., 2019). Donors continuously contribute towards the programs, the organization establishes an online link to fundraise, volunteer, or donations. This strategy ensures the organization gets finances at any time. Revenue diversification ensures that Restore International Organization has multiple sources of revenue to support its agendas. Multiple income sources reduce overdependence on donations by including fundraising revenue sources (Larson, 2021). The organization monitors expenses in line with its values of honesty and integrity to ensure efficiency and effective use in line with stakeholders’ interests (Kano et al., 2020). Financial officers conduct routine reviews on foundation priority programs and objectives to inform funding financing strategies. To ensure accountability, Restore International Foundation conducts concise and timely cash reports to track expenses and income for the program. To attract loyalty among stakeholders, financial reports are shared with stakeholders, including donors, directors, and regulators of non-profit organizations.
Value Chain for Restore International Foundation
Mission
The value chain for Restore International Foundation differs from the traditional profit-based businesses; the central goal of this organization is creating social impacts. It provides healthcare services, education and career empowerment, and the supply of basic needs to vulnerable families (Restore Int., 2019). Restore International Foundation has a mission to alleviate poverty by providing food and essential supplies to persons in need and providing medical care to those with limited or no access to medical care and victims of natural crises and disasters (Restore Int., 2019). The value chain of this organization is also anchored in promoting health education globally while supporting education for low-income families through scholarships and donating school supplies. Restore International is inclined to use a holistic approach to empower people globally in the areas of career, health, and leadership development.
Fundraising and Mobilization of Resources
Non-profit organizations rely more on donations to accomplish their objectives and mission. To accomplish its mission and objectives, Restore International Foundation seeks donations, grants, and other forms of funding through online and physical fundraising strategies (Restore Int., 2019). The organization also participates in donor outreaches, events, and fundraising activities, as well as online fund drive campaigns to reach their financial targets.
Leadership and Governance
Leadership and governance are essential in driving the organization’s value chain. Restore International Foundation comprises a board of directors led by the Founder, Danielle Brown-Shreves. Who serves as the organization’s CEO and Medical Director (Restore Int., 2019). Other organization members are the staff volunteers and employees assisting the founder in accomplishing the organization’s objectives. However, Restore International must establish a board of directors and leadership team to offer oversight and guidance. The board of directors will be responsible for developing and implementing policies and procedures vital for ensuring compliance and accountability in service delivery (Hashemi et al., 2022). Program development further forms the value chain of Restore International Foundation, helping the organization detect specific projects and gaps requiring interventions. Program development helps organizations in designing, planning, and developing relevant programs.
Partnership and Cooperation
Developing partnerships with other organizations, including governmental agencies and local communities, will avail effective strategies to harness resources from different sources. Restore International Foundation collaborates with other non-profit organizations and government agencies to optimize the impacts of the organization’s programs on society and reach a broader audience (VISCONTI & VIGANO, 2020). Awareness and advocacy are essential elements of the value chain for this non-profit organization. Advocacy and awareness are vital in publicizing the target issue the Foundation aims to address. The organization engages in advocacy efforts to impact policies and drive changes strategically (Fuertes et al., 2020). Program implementation allows Restore International Foundation to execute the planned programs and projects for the target communities in identified regions. It further helps deliver selected social services to target vulnerable communities.
Communication and Reporting
Value chain for Restore International Foundation ensures updated information is disseminated to the stakeholders, such as donors, volunteers, and governmental agencies (Hashemi et al., 2022). Provide a strategy fostering transparency and accountability in sharing updated financial reports. Beneficiary support also forms an aspect of the value chain for Restore International Foundation’s delivery of social empowerment programs (Eisner, McNamara & Gregory G Dess, 2018). Implementing a capacity-building strategy helps empower employees’ and volunteers’ skills. Skilled human resource has positive impacts on the non-governmental organization value chain.
Beneficiary Support
Offering support and assistance to identified beneficiaries such as healthcare provision, education, reducing poverty levels, and career development is crucial in tracking activities. Restore International Foundation tracks its impacts on the society routine to compile reports (Restore Int., 2019). It also provides empowerment to the target communities. Continuous improvement through learning is essential in improving service delivery. Conducting an in-depth assessment is crucial in building a long-term influence and sustainability of organizations.
Analysis of Restore International Business, Corporate, International, and Entrepreneurial Level Strategies
Business Management Strategies
Restore International depends on donations and fundraising to finance its projects. To ensure efficiency in resource use, Restore International Foundation should utilize a cost leadership strategy inclined toward a business management strategy. This strategy should entail innovative fundraising and social media campaigns to boost revenue generation. Streamlining processes of bargaining supply contracts (Eisner, McNamara & Gregory G Dess, 2018). To create value, Restore should implement a product or service differentiation strategy by purchasing supplies of superior quality to benefit the community they serve. To implement a business-level strategy, Restore International Foundation should embark on a routine analysis of its goals and mission and embark on transparency as well as accountability. Accountability and transparency are crucial to building trust with donors and stakeholders.
Corporate Level Strategies
Restore International Foundation should integrate skilled employees and volunteers to implement corporate strategy, fostering transparency in decision-making. The corporate-level strategy emphasizes achieving synergy using available resources (Eisner, McNamara & Gregory G Dess, 2018). A social impact investment strategy will help impact investments from socially responsible investors who are interested in supporting the organization. With this strategy, Restore Foundation International will create positive social reforms. Moreover, the organization should implement a strategy for advanced research related to healthcare and education to contribute to the body of knowledge in this field. Partnerships with local health and education providers will help reduce costs and increase the organization’s reach. Diversifying funding sources, including donations and grants from individuals, partners, and government, can reduce dependency on a single funding source. Implementing Community Outreach Programs to educate and create awareness about healthcare and education will support the company’s mission.
International Strategy
International Strategy should be embraced to enhance the expansion of charity works to tap more vulnerable families. International strategy can be implemented by differentiating supplies, allowing the organization to provide target communities with required basic needs and social aid based on prioritized needs (Eisner, McNamara & Gregory G Dess, 2018). Collaboration with partners in government, legal field, and private sector support Restore expansion strategy to the international community should be factored in their strategic management.
Entrepreneurial Strategy
Implementing entrepreneurial strategies in Restore International Organization, such as capacity building, will help them address the issue of poverty and inadequate health access and promote career development for vulnerable members of the society. With different missions and objectives with profitable entities, entrepreneurial strategy can allow this organization to apply entrepreneurial approaches when addressing societal issues (Eisner, McNamara & Gregory G Dess, 2018). Entrepreneurial strategy helps non-profit organizations such as Restore International integrate creativity and innovation in addressing societal problems. The organization should also implement an entrepreneurial approach by employing multiple funding streams, including donations and fundraisings.
Porter’s Five Forces
Threats of New Entrants
Non-profit organizations exhibit low threats of new entrants by other organizations. Therefore, Restore International Foundation faces low risk of new charity organizations entering the industry (Radilova & Ziomek, 2020). Staring a charity organization require building trust with partners’ donor base and establishing non-profit organization practical projects in multiple regions due to competent staff providing services to vulnerable communities (Restore Int., 2019). Charitable organizations often need to comply with non-profit organization regulations and standards, which limit the entity to the entity. Restore International Foundation enforces advanced technologies that facilitate online funding, creating barriers for new non-profit organizations without online fundraising platforms.
Bargaining Power of Donors
Buyers or the donors in Restore International Foundation exhibit a moderate bargaining authority. The bargaining power of donors, volunteers, and other supportive partners varies with the Foundation’s image and the uniqueness of its mission (Restore Int., 2019). Restore International Foundation has built a unique reputation and mission that supports its humanitarian projects. Donors in Restore International Foundation have the power to select among diverse charitable entities. However, the strong reputation of Restore International Foundation compels donors and funding agencies to negotiate with the Foundation.
Bargaining Authority of Suppliers
Restore International Foundation has partners, volunteers, and funding agencies as their suppliers. These suppliers enjoy low bargaining authority because they are often inspired by the organization’s mission and urge to contribute to the objectives (Radilova & Ziomek, 2020). Low bargaining power makes Restore International Foundation the primary decision-maker about selected projects for needy communities. The low bargaining power of the suppliers makes it possible for the organization to switch from one service provider to another without project disruptions.
Threats of Alternatives
Restore International Foundation organization provides humanitarian services to vulnerable communities. Thus, there is a low threat of alternative services or projects provided by this non-profit organization (Restore Int., 2019). However, there are other upcoming charitable organizations, including government agencies, that may cause vulnerable communities to alternate from Restore International Foundation. The organization has high products that make it a reputable non-profit entity with few substitutes matching its value.
Competitive Rivalry
Restore International Foundation exhibit a fluctuating competitive rivalry determined by their emphasize and the types of project they implement. However, Restore International Foundation competes with other non-profit organizations for limited funding from volunteers, government donors, and other partners (Restore Int., 2019). Donors have limited resources, competed by multiple non-profit organizations, including Restore International Foundation organization. Charitable organizations depend heavily on volunteers and competent professionals, Restore International may compete with other organizations in recruiting and retaining talented employees (Radilova & Ziomek, 2020). Charitable organizations advocate for policy and social reforms; hence, Restore International Organization may compete for influence and recognition to shape general perceptions and policy decisions.
How to Improve the Business of the Non-government Organization
Enforce Strict measures to Boost Community Interventions
Non-government organizations play essential roles in reforming community-based policies. Enforcing effective strategies is essential to improve the NGO’s business operations. Although current community improvement initiatives are embraced globally, there is a need to implement strict policy mitigations to address community issues from the root cause (Treinta et al., 2020). Conducting comprehensive searches and empowering community members could improve the operations of non-government entities. Although most NGOs have well-anchored missions and goals, communicating a convincing narrative with volunteers, donors, and other stakeholders is essential to improving non-government businesses.
Establish Strategic Plan
Non-government entities are successfully addressing community challenges while participating in policy reforms. However, creating a comprehensive strategic plan highlighting the organization’s preferences, target funding, and a framework for meeting the goals is essential to improve their operations (Haji Nor Amin et al., 2019). Effective strategic plans will help non-government organizations select the most vulnerable region to implement their projects. The strategies should include how the organization aims to raise funds and growth projections.
Implementation of Strong Financial Management
Non-government organizations depend heavily on donations, grants, and volunteers. Implementing effective financial management systems is essential to creating accountability for volunteers and donors, it can be done through routine monitoring and auditing of organizations’ financial statements (Haji Nor Amin et al., 2019). Allocating resources efficiently can improve organizational transparency and build trust among donors and shareholders.
Career Development Programs
Professional development programs can play integral roles in improving the effectiveness of employees working in non-government organizations. Such programs can result in career growth, skills enhancement, and general capacity building of non-government business entities. Although these organizations utilize volunteers in implementing their projects, conducting workshops and trainings can foster skills relevant to these business (Rogers et al., 2019). Organizing conferences and events can help foster cultural knowledge and ways of addressing project initiation and implementation issues.
Conclusion
Restore International Foundation is a non-profit organization that provides essential supplies to vulnerable populations to create changes in the world for every person. Practicing integrity and honesty alongside effective communication of fund utilization can enhance trust and promote continued support. Strategic planning before implementing community humanitarian programs positively impacts meeting the community’s needs. Key stakeholders present interests and demands integrated in strategic management to foster positive collaboration and delivery of the organization’s mission. Support activities within Restore International Foundation are crucial drives in achieving organization objectives and programs. Managing organization finances is crucial to facilitating success in service delivery and ensuring that the budget aligns with mission and strategic goals. Restore International Foundation should employ entrepreneurial, corporate, and international business strategies to maximize service delivery. However, Restore International Foundation is influenced by political elements, economic, socio-cultural, technological, and environmental factors. Porter’s five forces indicate low bargaining power of suppliers and buyers, median threats of entry by other organizations, and varying threats of substitute products. Non-government organizations play essential roles in reforming vulnerable communities, and improving these organization strategies is essential.
References
Amir, D. A., & Santoso, C. B. (2019). Examining a servant leadership construct and its influence on organizational citizenship behavior. Jurnal Siasat Bisnis, 37-49. https://journal.uii.ac.id/JSB/article/download/12308/9463
Bakhshandeh, B., Mazid, S., & Imroz, S. M. (2021). Using SWOT Analysis to Develop Business Strategies: Implications on Non-profit Human Resource. https://www.ideals.illinois.edu/items/119646/bitstreams/392891/data.pdf
Bobsin, D., Petrini, M., & Pozzebon, M. (2019). The value of technology affordances to improve the management of non-profit organizations. RAUSP Management Journal, 54, 14-37. https://www.scielo.br/j/rmj/a/cY8gVGGk5CwzjNBDvyJFd4S/
Eisner, A., McNamara, G., & Gregory G Dess, D. (2018). Strategic management: Text and cases. McGraw-Hill Education.
Fuertes, G., Alfaro, M., Vargas, M., Gutierrez, S., Ternero, R., & Sabattin, J. (2020). A conceptual framework for the strategic management: a literature review—descriptive. Journal of Engineering, 2020, 1-21. https://www.hindawi.com/journals/JE/2020/6253013/
Haji Nor Amin, N. A., Haji Said, T. F., Islam, M. Z., & Rahman, S. (2019). Empirical Investigation of Strategy Implementation in Non-government Organizations. Journal of Business and Economic Analysis, 2(01), 19-34. https://www.worldscientific.com/doi/pdf/10.1142/S2737566821900027
Hashemi, S. M., Handayanto, E., Masudin, I., Zulfikarijah, F., & Jihadi, M. (2022). The effect of supply chain integration, management commitment, and supply chain challenges on non-profit organizations performance: Empirical evidence from Afghanistan. Cogent Business & Management, 9(1). https://doi.org/10.1080/23311975.2022.2143008
Hogan, G. (2021). Best Practices for Non-profit Organizations to Support Remote Learning. https://digitalcommons.gardner-webb.edu/cgi/viewcontent.cgi?article=1022&context=education_projects
Hunger, J. D. (2020). Essentials of strategic management. http://elibrary.gci.edu.np/bitstream/123456789/718/1/BM%20-542%20Essentials%20of%20Strategic%20Management%2C%205th%20Edition%20by%20J.%20David%20Hunger%2C%20Thomas%20L.%20Wheelen.pdf
Kano, L., Tsang, E. W., & Yeung, H. W. C. (2020). Global value chains: A review of the multi-disciplinary literature. Journal of International Business Studies, 51, 577-622. https://link.springer.com/article/10.1057/s41267-020-00304-2
Radilova, O., & Ziomek, A. (2020). Fundraising competitive forces of small art and cultural NGOs during the crisis. Social Entrepreneurship Review, 2, 92-106. https://ser.uek.krakow.pl/index.php/ser/article/download/63/60
Restore Int. (2019) https://www.restoreinternationalfoundation.org/
Rogers, A., McCoy, A., & Kelly, L. M. (2019). Evaluation literacy: Perspectives of internal evaluators in non-government organizations. Canadian Journal of Program Evaluation, 34(1), 1–20. https://www.utpjournals.press/doi/pdf/10.3138/cjpe.42190
Treinta, F. T., Moura, L. F., Almeida Prado Cestari, J. M., Pinheiro de Lima, E., Deschamps, F., Gouvea da Costa, S. E., … & Leite, L. R. (2020). Design and implementation factors for performance measurement in non-profit organizations: A literature review. Frontiers in Psychology, 11, 1799. https://www.frontiersin.org/articles/10.3389/fpsyg.2020.01799/full
VISCONTI, C., & VIGANO, M. (2020). Unfolding cross-sector collaboration elements and patterns in the humanitarian supply chain. https://www.politesi.polimi.it/bitstream/10589/164785/3/Vigano%20-%20Visconti.pdf
Table 1.1 Visions and Values Analysis
| Vision of the Organization | Analysis |
| Bringing change to the world one person at a time | Restore International Foundation is a non-profit organization that provides essential supplies to vulnerable populations to create changes in the world for every person (Restore Int., 2019).
Values: Honesty, Integrity, and selflessness |
| Impacts to organization | Establishing a well–articulated vision, at Restore International Foundation significantly impacts its success. The idea makes it easy for the organization to align its objectives and design effective strategies. This leads to increased performance, clear communication with all stakeholders, such as donors and employees, and identifying vulnerable populations. |
Table 1.2 Analysis of the Mission of the Organization
| Mission Statement | Analysis of the Mission Statement |
| “To support education for low-income families by providing scholarships and donating school supplies. To use a holistic approach to empower people globally in the areas of health, career, and leadership development” (Restore Int., 2019). | · Mission: To relieve poverty by providing food and essential supplies to needy persons
· To provide medical care to those with limited or no access to medical care and victims of natural disasters or crises. · To promote health education globally · To support education for low-income families by providing scholarships and donating school supplies (Restore Int., 2019). Restore International Foundation articulates a mission statement that impacts decision-making and long-term strategy. This mission statement allows stakeholders and potential donors to understand the organization’s values and objectives. This mission statement gives Restore International Foundation its identity and operating culture of non-profit strategies. Thus, the mission statement of this company helps it set goals, inspire staff, and engage vulnerable families. |
Table 1.3 Key Stakeholders and their Interests Analysis
| Stakeholder and their positions: | Interests | Recent Demands Placed by Stakeholders | Impacts on Foundation Activities |
| Donors | Effectively utilize their contributions and donations (Restore Int., 2019). | Demanded increased transparency in the utilization of funds (Restore Int., 2019). Measurable results of their contributions to humanitarian activities. This organization is striving to meet these demands to align donors with programs. | Aligning an organization’s function with donors’ demands is essential for sustained funding (Eisner, McNamara & Gregory G Dess, 2018). Practicing integrity and honesty alongside effective communication of fund utilization can enhance trust and promote continued support. |
| Community/beneficiary | Interested in improved access to healthcare, education, and social support, such as providing basic needs (Restore Int., 2019). They are also interested in reducing the poverty level. | The community demanded sustainable and culturally humanitarian programs addressing the specific identified needs. | Strategic planning before implementing community humanitarian programs positively impacts meeting the community needs (Restore Int., 2019). It could also reduce the chances of disparity in service delivery and access to foundation help. |
| Volunteers/ Employees | Interested in serving the community through their skills (Restore Int., 2019). In addition, volunteers are interested in seeing Restore International Foundation thrive in achieving its mission and objectives. | Recently, volunteers in this organization demanded recognition and concise roles in the Foundation. | Volunteers play crucial functions in organization sustainability when the organization addresses their demands. |
| Partners | Interested in symbiotic success through effective communication to share organization goals (Restore Int., 2019). | Recent demands from partners to the organization include transparency in resource utilization and effective dissemination of information (Restore Int., 2019).
Partners also demand timely planning and completion of community projects and involvement in the decision-making process. |
Implementing symbiotic interactions with partners is essential in fostering successful collaboration and timely completion of projects. |
Table 1.4 Assessment of Restore International Foundation Primary Activities
| Activities | Effectiveness |
| Provision of healthcare services | Effectively planned and accomplished healthcare provision programs through medical camps (Restore Int., 2019). Patients from vulnerable families access medical checkups.
These program objectives align with Restore International’s mission of providing access to healthcare for vulnerable families. The possession of qualified volunteers and employees enhances service delivery through identified programs to the target communities. In January 2018, the Foundation initiated medical care for those with limited or no access, the camp was successfully done on July 25-26 in Portmore, St Catherine (Restore Int., 2019). |
| Education Empowerment programs | The program successfully conducted an online webinar in June 2022. The program aligned with the organization’s values of providing services anchored in integrity and honesty (Restore Int., 2019). 30 members from minority communities across Canada, Ghana, and the United States were empowered with financial skills and the services they deserve (Hunger, 2021). Impacting Ghanaian participants was a success indicator of the organization’s goals to serve the global population. |
Table 1.5 Assessment of Important Relationships among Value-creating Activities
| Inbound Logistics | Operations | Outbound Logistics | Marketing and Sales | Services | Procurement | Technological Advancement | Human Resource | General Administration | |
| Inbound Logistics | Well optimized | Effective and cost-efficiency | Timely execution and delivery of social programs. | Effective advocating for organization events. | Optimum and cost-efficient operation (Restore Int., 2019). Offer excellent empowerment to identified beneficiaries. | Restore International Foundation has a strong relationship with stakeholders in distribution and supply. | Employs advanced technologies in fundraising, communication, and interacting with all stakeholders. | Competence and experienced human resources trained to align with the organization’s mission and objective. The workforce has relevant skills in providing humanitarian assistance to vulnerable families. | The organization has effective leadership, strategic planning, and innate processes. |
| operations | High-quality operations, cost efficiency, and innovation in soliciting funds from different sources. | High efficient |
Table 1.6 Analyses of Restore Resources
| Resource /Activity | Value | Is it Rare? | Substitutes | |
| Inbound Logistics | Accomplish organization goals | Valuable | Organizationally supported | Sustained competition |
| Operations | Delivery of social services | Valuable | rare | Sustainable competitive |
| Outbound logistics | Reaching identified beneficiaries in the community | Highly valuable | Organizationally supported resource | Competitive maintained |
| Marketing and Sales | Supplying vulnerable families with basic needs | Valuable | Sustained competitively | Sustained competitively |
| Service | Optimum service delivery | Highly valuable | Organizationally supported resource | Organizationally supported |
| Procurement | Reliable and valid procurement process of needed supplies | Highly valuable | Sustained competitively | Sustained competitively |
| Technology Development | Useful in communicating, soliciting funds, and advocating events and programs. | Valuable in improving operation efficiency | Sustained competitively | Organizationally supported |
| Human Resource Management | Skilled workforce in delivering required needs. | Valuable in meeting organization objectives | Rare volunteers to work in non-profit organizations | Sustained competitively |
| General Administration | Effectively organized and utilized resources based on community needs. | Governance and leadership effectively coordinate all available resources. | Effectively integrated into the organization to aid in service delivery | Effectively organized and coordinated human resources. |
Table 1.7 SWOT Analyses
| Strength:
Competent Leadership with comprehensive skills in medical and project work A robust network of partners, including volunteers (Restore Int., 2019). Multiple funding sources, including Validated project implementation and Success |
Opportunities:
Collaborations and partnerships with other non-profit entities, governmental organizations, and private players. Technological advancements to support fundraising, project operations, and communication strategies (Restore Int., 2019). Global sensitization on social concerns can attract more partners to support the Foundation’s mission. Government donations to supplement the current grants and donations. |
| Weaknesses:
Restricted resources to support its projects Reliance on gratuity making it susceptible to financial downtowns (Bakhshandeh et al., 2021) .Restricted geographical coverage limiting its operations I have an adequate technological framework for operation efficiencies |
Threats:
Economic Downtown can reduce the Foundation’s finances Political instabilities, including changes in government policies in the region it operates, can undermine its operations (Bakhshandeh et al., 2021). Increased competition for funding by donors and volunteers The occurrence of natural disasters could undermine the timely implementation and monitoring of humanitarian projects |
Table 1.8 PESTLE Analyses
PESTLE Analysis
| Political | Economic | Socio-cultural | Technological | Legal | Environmental |
| Political Stability favors its operations | Global economic conditions influence giving among international volunteers. | Language may influence communication with target communities | Advanced social media communication platforms boost the organization’s capacity to connect with many donors and partners around the universe. | Legal liability in the US restricts Banks from partnering with non-profit organizations. This impacts the financial position of the organization. | Natural disasters create an opportunity for Restore International Foundation staff to identify the areas of need. |
| Government Policies influence entry to global projects (Hogan, 2021). | Economic downtown impacts the amount of donations and grants | Cultural beliefs, norms, and traditions influence the selection and implementation of projects. | Social media platforms and online fundraising enhance funding strategies through online platforms. | Legal and local restraints in the US and areas where this organization operates impact the outsourcing of some resources. | Natural disasters can undermine the movement of staff and resources to target communities (Hashemi et al., 2022). |
| Government regulations influence international relations and the scope of organization operations. | Fluctuation of the global economy impacts the collection of funds from multiple sources (Hogan, 2021). | Effective communication drives successful project implementation (Hogan, 2021). | The development of cloud storage and data storage software may impact data collection and storage strategies (Bobsin et al., 2019). | Nondisclosure and non-compete consent help protect the interests of the organization | Restore International Foundation staff are exposed to unregulated environments that can predispose them to health and medical risks. |
| Government tax codes impact the way people donate. | Fluctuation of currency exchange impacts the prices of resources for project implementation. | The level of education influences the availability of skilled community workers (Amir& Santoso, 2019). | Advanced technology can cause cybersecurity issues, undermining the safety of information. | The organization may benefit from a federal tax exemption policy (Hogan, 2021.) | Environmental protection laws in selected operation areas impact the selection and use of resources for project implementation. |
| Stable, non-growing, non-profit organization has the potential to increase its funding. | Community engagement impact decision-making about suitable project and support from the target community. | Advanced technology can impact the organization‘s budgeting by adding training and installation of advanced technologies alongside regular updates of IT infrastructures (Hunger, 2020). | The organization faces a risk of copyright and trademark infringement because it depends on outreach through online sensitization. | Restore International Foundation will need to enforce social anticipation and shareholder engagement to address arising environmental issues from project implementation, including sustainability strategies. | |
| The operating international scope impacts present cultural diversity that may influence reception to organization projects. | Legal aspects restrict Restore Foundation from maintaining non-profit status and complying with relevant government agencies. | Economic trends affect organizations funding environmental protection programs. Financial downtowns can reduce donations and pull of funds to finance environmental protection strategies. | |||
| Changing gender dynamics influence gender roles and community anticipations for the organization. Hence, addressing issues can promote understanding and community acceptance. | Enforcing online partnership tools can improve collaboration among the organization’s staff across diverse regions. | Tax regulations will require the Foundation to understand specific tax regulations. | Attitude and public sensitization towards environmental issues can impact the Foundation’s ability to garner support for its efforts towards environmental protection. | ||
| Ethical and religious consideration significantly impacts Restore Foundation project success, it needs to understand and respect the religion and ethics of target communities. | Mobile accessibility influences online presence because this technology is mobile-friendly, allowing many people access to information and contribute their donations through mobile devices (Bobsin et al., 2019). | Restore Foundation depends on fundraising, legal aspects require the organization to register with the relevant agencies. | |||
| Economic aspects affect the availability of potential resources for Restore International Foundation (Restore Int., 2019). The organization must understand the financial context before tailoring its initiatives to target community needs. | Enforcing data analytic tools can help the Foundation collect insights into volunteers’ actions, program efficacy, and the general impacts of the project crucial in strategic decision-making. | Restore Foundation is required to file regular reports to government agencies, this influences their transparency strategies of the organization and builds trust among volunteers. |
write