Fundraising as Contracting: Why Nonprofits Accept In‐Kind Donations

Creative assets, people, and places: Rural art action practices of US nonprofit organizations

Although online consumer privacy has been an important issue in the commercial realm for more than a decade, nonprofit organizations (NPOs, or nonprofits, for short) have just begun to address the topic recently. No published scholarly research has examined the online information practices of the largest NPOs with regard to privacy and security issues. The absence of data leaves one unable to empirically gauge the extent of NPO compliance with the Federal Trade Commissions (FTCs) suggested information practices. Such an investigation would be useful not only to US nonprofits but also non‐US nonprofits that are reaching US donors via their web sites. This study examines the online information practices of The Nonprofit Times 100 web sites and compares their practices to that of their commercial counterparts. The NPO web sites were found to collect just as much, and in some cases even more, personally identifying information as the commercial sites. The NPO web sites were more likely to display a privacy disclosure and privacy seal. Of critical concern, and not assessed in the commercial samples, is that nearly all of the NPO sites post personally identifying information (of individuals who are not employees). The current study provides benchmarks useful for assessing security issues pertaining to the collection, use, and even posting of personal information for NPO web sites. It also proposes actions for improving online security and privacy with the hope of encouraging more discussion of these important issues within the NPO community. Copyright © 2008 John Wiley & Sons, Ltd.

This chapter addresses many of the legal issues involved in creating and operating a nonprofit organization that is capable of conducting an international radiology project. In general, a nonprofit organization that operates overseas must be aware of and comply with the domestic laws that govern its US activities; the foreign and domestic laws that govern the international transfer of money, goods, and workers; and the laws of the foreign countries in which the nonprofit organization operates. This chapter describes many of the most important laws that affect US nonprofit organizations operating overseas and suggests strategies that nonprofit organizations can pursue to help minimize liability risks and effectively carry out their projects.

The work of US nonprofit housing organizations can be viewed as involving a commitment to meet the Quadruple Bottom Line—the financial demands of developing and maintaining affordable housing while serving resident groups and neighborhoods, in an environmentally responsible manner. Nonprofit organizations may be categorized into three major groups, based on their primary areas of concern—‘people’, ‘places’ and ‘projects’. This article outlines the components and approximate size of the US social housing sector and presents examples of how housing nonprofits have, both historically and currently, evolved to incorporate multiple roles. With declines in federal funding for affordable housing, nonprofits have become increasingly hybrid in their operations. Examples are given regarding how nonprofits attempt to mediate the private market; how the various components of the Quadruple Bottom Line often compete with one another; and how hybridity of the nonprofit social housing sector creates additional challenges for these groups. The final section presents policy directions for supporting nonprofits.

The chapter defines the menu of tactics for policy advocacy, drawing upon practitioner literature and policy studies theory. The empirical basis for the book is presented, including a survey of 811 nonprofit organizations and 31 case studies that included interviews employing Q-methodology. Q-methodology is a research method to systematically and quantitatively analyze viewpoints on subjective topics, employing factor analysis to identify underlying structures of viewpoints collected from structured surveys. A set of six factors best fit the underlying data, explaining the greatest amount of variation among the nonprofits. A survey conducted with a representative sample of US nonprofit organizations found support for use of these tactics and strategies. Each strategy includes multiple tactics of advocacy activities, as well as short-term and long-term outcomes that the policy advocacy organizations associated with the strategy are seeking. The strengths and limitations of the research approach are briefly summarized.

This study investigates whether the public perceives nonprofit organizations as different from private for-profit and public organizations and whether introducing new performance management systems would provide positive credits to the organization. Using two randomized survey experiments on US hospitals (one with an adult sample and the other with a student sample), we replicate the study of Hvidman & Andersen (2016) in Denmark with an extension of adding a nonprofit organization cue. The results show no sectoral differences among the hospitals and no positive feedback for adopting a new performance management system.

The recent economic conditions continue to draw significant attention to the multitude of risks organizations face as they pursue strategic goals. Public and non-profit organizations (NPO) are not an exception when it comes to risks that can challenge their service delivery system and growth sustainability. Their unique features and limited resources require them to adopt and adapt different risk management tools and methods as compared to the corporate organizations. Specifically, the risk management approach adopted in public organizations and NPOs has not been significantly addressed. Hence, this paper aims to explore the development of risk management in public organizations and NPOs. By conducting a systematic review of literature, 12 papers published in the Scopus and Web of Science from 2010 until recent year have been selected and analyzed. Findings from the literature analysis found various types of risks occur in these organizations and demonstrate the factors and importance of adopting risk management practices. However, a holistic approach is still not diffused nor sufficiently developed in both public and not-for-profit sectors. Research on the successful delivery of risk management is still dearth, which creates a huge research gap thus still an area worth researching. The findings from this literature analysis suggest that an instrument or tool to evaluate the practices of the risk management system is required. Thus, this paper serves as the basis for further empirical research on risk management practices of public and non-profit organizations.

Nonprofit organizations take important roles and functions in our modern society. However, because of the fierce competitions in market and the rapid social changes, nonprofit organizations are facing the same management issues with profit making organizations, such as financial difficulties or lack of resources. In this qualitative research, in order to discuss the issue about nonprofit organization transformation from the prospective of nonprofit management and organization transformation, we interviewed a large nonprofit organization in Taiwan, analyzed the results and provided case studies. We also considered about the social enterprise model to explain the concept between nonprofit organization and social enterprise. In our conclusion, we found that when nonprofit organization transformation took a place and changed the service model into the social enterprise model, the reasons are not limited to the management needs but included to provide the more appropriate services and working approaches. Therefore, the difference between the nonprofit organization and the social enterprise is clarified through this research.

RT, EPA share testing filter media cost

This study focuses on the current experience of Nanaimo’s nonprofit family and child service organizations (N = 29) providing services on behalf of government and their adaptation to this devolution. The effects and consequences of contracting on organizational practices, accountability, and services were explored through interviews and focus groups with executive directors, board members, line staff, government representatives, and the United Way. Results show that a significant proportion of funding comes from provincial government contracts. The funding climate is uncertain, and there is considerable confusion, stress, and time involved with the contracting process. Accountability requirements are demanding and nonprofit organizations (NPOs) express concern about a shift to a business management model. Recommendations include a need for increased collaboration between NPOs, a body that speaks for the voluntary sector, and improved relationships between NPOs and government funders.

To make a sustained social impact in changing contexts, nonprofit organizations (NPO) must innovate their organizational practices, processes, and structures. These innovations can enhance their social innovation capacity. This scoping study synthesized key elements of the capacity to engage in social innovation. Four databases were scanned, and 110 peer-reviewed studies were selected for content analysis, and thematic analysis. The findings show how internal factors, such as leadership, procedures, structures, values, and organizational culture, influence organizational innovation in NPOs and how inclusive processes are important for innovating. This study informs which factors to address when conducting organizational innovation, and it shows how organizational innovation has been conducted. By engaging in organizational innovation, NPOs can enhance social innovation capacity. However, more research is needed – especially in non-Western contexts – on the complex efforts and dynamics related to conducting innovations at the organizational level and their significance for NPO performance and long-term viability.

P437 Supporting mental health for people with CF in Jordan through quality improvement partnerships with US CF centers and nonprofit organizations

Women with a family history of breast cancer are at increased risk for developing cancer and, therefore, might be expected to engage in early detection practices more actively than women without a family history. Alternatively, women with a family history may avoid thinking about cancer and have attitudes and practices that do not promote early detection. This study examined breast cancer attitudes and practices among African American women aged >or=50 who had not had a mammogram in the last 2 years. Phone survey data from 320 female clients of low-income, rural primary care clinics (91% African American) indicated that 15% self-reported a family history of breast cancer (FH(+)). Half of the FH(+) women did not know their relative risk of developing breast cancer. Of those providing a risk estimate, 67% perceived themselves at low risk compared with other women their age. Perceived relative risk was comparable between FH(+) and FH(-) women. Further, FH(+) women did not indicate greater worry about breast cancer, nor did they have more accurate knowledge of mammography recommendations than FH(-) women. Two thirds of FH(+) women had never had a mammogram. Monthly breast self-examination did not differ between FH(+) and FH(-) women. Thus, neither knowledge of a positive family history nor perceived relative risk of breast cancer was associated with either increased or decreased early detection practices among these low-income, rural, African American women who have underused mammography. Furthermore, a substantial proportion of FH(+) women had not ever participated in screening mammography. Interventions to increase mammography rates in this population of underusers are indicated.

The three essays of this dissertation explore the experience of nonprofit organizations after the September 11 attacks to gain a better understanding of one specific type of risk nonprofit organizations face— “event risk” — which I broadly define as the risk of a negative impact on the operations of a nonprofit organization as a result of unexpected events. Essay One finds that overall nonprofit sector revenues were not reduced after the September 11 attacks and identifies characteristics of the revenue mix that make nonprofit organizations less susceptible to event risk. Essay Two identifies characteristics of nonprofit organizations’ financial conditions that can mitigate the impact of event risk on program/service delivery. Essay Three finds that few nonprofit organizations in New York State opted to merge following the attacks and were unsuccessful realizing the potential financial benefits of merging. The overall findings provide support to the nonprofit financial vulnerability theory and the benefits theory of nonprofit finance—two theories the nonprofit finance literature can call its own—and suggest that the nonprofit sector as a whole is resilient to unexpected events. The results also suggest that, depending on the subsector in which the nonprofit organization operates, nonprofit managers can benefit from different strategies to face event risk.

PurposeDespite the unprecedented challenges caused by the COVID-19 pandemic, nonprofit organizations (NPOs) continued providing services, thereby contributing to overcoming the pandemic. What enabled NPOs to sustain their service provision during this global emergency? This study attempts to answer this question by focusing on one of the essential pillars supporting the operation of NPOs: volunteers. More specifically, we aim to investigate how person–organization (P–O) fit and generation, particularly the Millennial generation, are related to engagement in voluntary activities during the COVID-19 pandemic.MethodsWe collected data through an online survey conducted in March 2021. This US national survey was completed by 2307 respondents, yielding the US Census balanced data regarding gender, age, race, education, and income. To analyze the data, we employed the two-stage Heckman selection model.ResultsRelying on P-O fit theory and generational theory, the study identifies what led existing volunteers to continue engaging in volunteer activities at their NPO during the COVID-19 pandemic despite the risks. We found that P-O fit mattered in volunteers’ decision to continue engaging. In addition, our study uncovered that when existing volunteers were Millennials, the relationship between P-O fit and engagement in voluntary activities strengthened during the pandemic.ConclusionThis study contributes to expanding the explanatory power of the P–O fit theory by testing it in an emergency and extends the generational theory by clarifying under what conditions Millennials (aka Generation Me) transform themselves into Generation We. In addition, linking NPO management and emergency management, this study provides NPO managers with practical implications for securing reliable volunteers who will sustain the capacity of the NPO in a crisis.