Financial Sustainability Within UK Charities: Community Sport Trusts and Corporate Social Responsibility Partnerships

The change in political leadership in the UK in 2010 has created financial uncertainty and instability for many third sector organisations. In a shifting funding landscape, it is clear that an over-reliance on Government funding is a risky strategy and that there is a need to diversify and seek out alternative sources of revenue. This article considers the impact of political change on the financial sustainability of community sports trusts associated with Premier League and Football League clubs in England. It explores sources of revenue through the analysis of financial statements, revealing that on average community sports trusts receive a significant proportion of income from grant funding whilst sponsorship income is relatively small. The article goes on to discuss the potential for community sports trusts to diversify revenue streams by developing social partnerships that address the corporate social responsibility (CSR) agendas of commercial organisations. It illustrates that although commercial sponsorship can provide benefits including the provision of additional funding that can enable financial stability, key issues include the balance of power, the impact on organisational flexibility, whether there is a need to restructure, and the development of long-term partnerships. Although the findings from this article are focused on a particular type of charity, given the importance of CSR partnership income for the charities sector they may also have broader implications for other charitable organisations.     

Leadership in Collaborative Community Health Partnerships

This article examines key leadership issues in community health partnerships. We assert that leadership in a partnership is differentiated from that in a traditional, hierarchical organization in that participation is voluntary and egalitarian and often entails cooperation by organizations with different cultures and agendas. Partnership leaders, accordingly, often lack formal control over members and their actions. Using qualitative analysis of 115 site‐visit interviews of participants in four partnerships in the Community Care Networks demonstration program, we identify and discuss five themes of collaborative leadership: systems thinking, vision‐based leadership, collateral leadership, power sharing, and process‐based leadership. We then discuss the multiple challenges that collaborative leadership faces in a community health partnership.     

Participatory evaluation of a community–academic partnership to inform capacity-building and sustainability

The Tampa Bay Community Cancer Network (TBCCN) was formed as a partnership comprised of committed community based organizations (grassroots, service, health care organizations) and a National Cancer Institute designated cancer center working together to reduce cancer health disparities. Adhering to principles of community-based participatory research, TBCCN's primary aims are to develop and sustain outreach, training, and research programs that aim to reach medically underserved, multicultural and multilingual populations within the Tampa Bay tri-county area.Using a participatory evaluation approach, we recently evaluated the partnerships’ priorities for cancer education and outreach; perspectives on the partnerships’ adherence to CBPR principles; and suggestions for sustaining TBCCN and its efforts. The purpose of this paper is to describe implementation and outcomes of this participatory evaluation of a community/academic partnership, and to illustrate the application of evaluation findings for partnership capacity-building and sustainability. Our evaluation provides evidence for partners’ perceived benefits and realized expectations of the partnership and illustrates the value of ongoing and continued partnership assessment to directly inform program activities and build community capacity and sustainability.     

Aligning research and practice: The role of academic-community partnerships for improving measurement and process

ObjectiveCommunity programs addressing social determinants of health are growing in prominence and are increasingly expected to provide metrics of success. Our objective is to assess the role of an academic-community partnership for a community health worker program targeting social and medical needs, and determine factors impacting its effectiveness.MethodsWe draw on a 4.5-year partnership that includes both quantitative and qualitative data collection and analysis. Quantitative data collection mechanisms evolved as a result of the partnership. Qualitative interviews were conducted with community health workers and leadership.ResultsTo align medical and social support services in a sustainable and measurable manner, our academic-community partnership found that creating and maintaining a mutually beneficial space through small wins enabled us to then address larger problems and needs. Ongoing self-study and process evaluation allowed quick adjustments. Unique partnership elements such as having consistent funding and flexible timelines and objectives were essential.ConclusionsWhen integrating health and social services, academic-community partnerships create pathways for bidirectional learning than can quickly turn research into practice and support sustainability, especially when based on incrementally built trust and a history of small wins.     

Team factors that predict to sustainability indicators for community-based prevention teams

Because they often set out with a guarantee of only short-term funding, many community partnerships will face a threat to their sustainability almost as soon as the first money runs out. Research into the factors that enable some coalitions and partnerships to meet the challenge when others fail is limited. This study begins to fill this gap in our understanding by examining influences on the process of sustainability planning in the context of a collaborative partnership focused on youth development. We report on a longitudinal examination of the quality of planning and attitudes underpinning the sustainability of PROSPER community prevention teams whose members implement evidence-based programs designed to support positive youth development and reduce early substance use and other problem behaviors. The current research concentrates on a particular dimension of partnership effectiveness to establish whether perceptions about team functioning in play at 6 and 18 months predict the quality of sustainability planning at 36 and 48 months. How well teams functioned in the early stages was found to be strongly related to the quality of their later preparations for sustainability. Recruitment and integration of new team members, and the encouragement they subsequently received were also found to be key factors. The results strengthen the argument for providing technical assistance to meet the needs of those who promote prevention partnerships, and they provide longitudinal empirical data to support the hypotheses of other researchers who have similarly found a correlation between effective sustainability and early planning and support.     

Partnerships and the Good-Governance Agenda: Improving Service Delivery Through State–NGO Collaborations

First under the Millennium Development Goals and now under the Sustainable Development Goals, partnerships for development, especially between state and NGOs, remain a valued goal. Partnerships are argued to improve provision of basic social services to the poor: the state is viewed as providing scale, with NGOs ensuring good governance. Close study of three leading partnership arrangements in Pakistan (privatization of basic health units, an ‘adopt a school’ program, and low-cost sanitation) shows how state–NGO collaborations can indeed improve service delivery; however, few of these collaborations are capable of evolving into embedded partnerships that can bring about positive changes in government working practices on a sustainable basis. In most cases, public servants tolerate, rather than welcome, NGO interventions, due to political or donor pressure. Embedded partnerships require ideal-type commitment on the part of the NGO leadership, which most donor-funded NGOs fail to demonstrate. For effective planning, it is important to differentiate the benefits and limitations of routine co-production arrangements from those of embedded partnerships.

     

Remarriage,Cohabitation, and Changes in Mothering Behavior

We used data from two waves of the National Survey of Families and Household to investigate changes in mothering behavior associated with remarriage or cohabitation by single mothers. We considered three dimensions of mothering: (a) time and supervision, (b) harsh discipline, and (c) relationship quality. Mothers and children agreed that mothers who remained in new partnerships used harsh discipline less frequently than mothers who remained single or whose new partnership had ended by the second interview. Mothers reported less supervision if they had experienced a disrupted partnership, whereas children reported less supervision if their mothers remained in a new partnership at the second interview. Children but not mothers reported better relationships with mothers in partnerships at the second interview, compared with children whose mothers remained single or whose new partnership had ended. Only a small part of the differences in harsh discipline, and none of the other observed differences, could be explained by maternal or family characteristics or by mothering behavior and relationships in the first interview. Although cohabiting partnerships were more likely to end than were marriages, we found no differences in effects of cohabiting or marital partnerships, net of their status at the second interview.     

Roles of organizers and champions in building campus-community prevention partnerships

OBJECTIVE: A campus-community partnership can be an effective vehicle for launching environmental strategies to prevent college alcohol-related problems. In this study, the authors' primary aim was identifying key factors that facilitate or impede colleges' efforts to build campus-community partnerships. PARTICIPANTS AND METHODS: From fall 2004 to summer 2006, administrators at five 4-year colleges participated in a multisite case study. Level of partnership development was the primary outcome. RESULTS: Three interrelated factors facilitated higher-developed partnerships: college staff assigned to facilitate the partnerships who worked as community organizers, higher-level college administrators who served as aggressive champions, and community initiation of the partnership. The authors did not observe this trio of factors among the less-developed partnerships. A lack of administrative support made it more difficult for a champion to emerge, a college administrator who staunchly advocated for a campus-community partnership, and for those assigned to facilitate the partnership to carry out their work. CONCLUSIONS: Colleges should appoint higher-level administrators to serve as champions, while also ensuring that those assigned to facilitate a partnership can apply community organizing skills.     

Collaboration Between Nonprofit and Business Sectors: A Framework to Guide Strategy Development for Nonprofit Organizations

Collaboration between nonprofit and business sectors is widely regarded as a value creation process that benefits society, business, and nonprofit organizations (NPOs). This process, however, has rarely been considered from a nonprofit perspective. In this paper, we discuss a new framework to assist NPOs in developing strategic collaborations with businesses. We argue that, by being strategically proactive rather than reactive to what businesses might offer, NPOs can increase the scale of their cross-sector collaborations and thus enhance their sustainability. Implications for research and practice are discussed.     

Leadership in Social Work Education and the Social Change Model of Leadership

Leadership is a topic of international debate in both social work education and practice. Questions remain, however, regarding what specific models of leadership should be emphasized and how leadership content should be infused within the social work curriculum. This paper seeks to contribute to the ongoing discussion about the infusion of leadership within social work education. Specifically, this paper shares the design and development of a graduate-level social work course in program evaluation that infused education around the social change model of leadership (SCM) and then explores qualitatively how 39 graduate students interpreted and applied this model of leadership through an experiential community-based evaluation project. Findings of this study suggest that students utilized the values identified in the SCM in a range of ways to understand and interpret their leadership experience both in their collaborative groups and in their partnerships with community-based organizations. Community organizations also reported benefiting from the experience in partnership with the students. Implications are discussed in relation to the potential value and impact of this model for social work education.     

Partnerships in Transition: Managing Organizational and Collaborative Change

Despite the abundance of literature on collaboration, very little attention is devoted to exploring the how partnerships transition over time. This article reports the findings of a study that examined how a mature partnership adjusted to a new administrative team while moving forward with a strategic plan to advance the partnership's mission. Key informant interviews revealed that when stable leadership is not present during transitional phases, the broker organization's capacity to facilitate the collaborative effort will be limited when priorities shift toward maintaining its organizational capacity for survival instead of the collective goals of the partnership.     

A stimulus for sustainable growth and development: Construing a composite index to measure overall corporate performance

Abstract

Various methods have been developed to measure sustainability. When it comes to measuring whether sustainability issues are integrated in overall corporate performance, companies broaden their reporting from economic performance to ‘sustainability performance’ and there are various frameworks around for benchmarking sustainability outcomes. A major emphasis, however, is on technical data. The main efforts have been consolidated in the Global Reporting Initiative (GRI). Each of the indicators prudently measures a well-determined set of facts. However, one major discussion point is whether the reporting frameworks do really reflect the link between sustainability and economic value, and how they would properly connect to the information used by management for running the business on a day-to-day basis. This article tries to point out that one way out of the disconnected ness might be through expanding the concept of ‘Economic Value Added’ (EVA). EVA measures overall corporate performance by claiming that shareholders gain when the return from the capital employed in a corporation is greater than the cost of that capital. From there it is a short way to proclaiming that all stakeholders gain when the value created by a corporation is greater than the cost of the capital employed in the corporation and the capital employed in whichever commonly available resources outside the corporation are used by its business. The expansion of EVA that is envisaged would be to enlarge the cost of capital by the costs that are caused by that part of ‘Public Goods’ that is available to a corporation. There is one political and one theoretical obstacle in this: the argument is quite radical and complying with it would require some leadership from ‘big corporations’; and valuing public goods is a research field that has not yet reached the stadium of generally accepted applicability, at least with regard to aggregative monetary value. However there are new initiatives under way, by the GRI, which will join forces to reach a breakthrough. The article also reflects on the effects the new indicator would stimulate for businesses, their markets and their stakeholders.     

Roles of Organizers and Champions in Building Campus—Community Prevention Partnerships

Objective: A campus—community partnership can be an effective vehicle for launching environmental strategies to prevent college alcohol-related problems. In this study, the authors' primary aim was identifying key factors that facilitate or impede colleges' efforts to build campus—community partnerships. Participants and Methods: From fall 2004 to summer 2006, administrators at five 4-year colleges participated in a multisite case study. Level of partnership development was the primary outcome. Results: Three interrelated factors facilitated higher-developed partnerships: college staff assigned to facilitate the partnerships who worked as community organizers, higherlevel college administrators who served as aggressive champions, and community initiation of the partnership. The authors did not observe this trio of factors among the less-developed partnerships. A lack of administrative support made it more difficult for a champion to emerge, a college administrator who staunchly advocated for a campus—community partnership, and for those assigned to facilitate the partnership to carry out their work. Conclusions: Colleges should appoint higher-level administrators to serve as champions, while also ensuring that those assigned to facilitate a partnership can apply community organizing skills.     

Government-NGO collaboration and sustainability of orphans and vulnerable children projects in southern Africa

Given current donor attention to orphans and children made vulnerable by HIV/AIDS, and the need for a new framework that recognizes the complementary roles of nations and non-governmental organizations (NGOs), this analysis reviews NGO-operated community-based orphans and vulnerable children (OVC) projects in Botswana, Lesotho, Namibia, South Africa, and Swaziland. There has been a lack of attention within the field of evaluation to inter-organizational relationships, specifically those with government agencies, as a factor in sustainability. We analyzed evaluations of nine OVC projects funded by the Bristol-Myers Squibb Foundation for the influence of government-NGO collaboration on project sustainability. For eight of the nine projects, evaluations provided evidence of the importance of the government partnership for sustainability. Government collaboration was important in projects designed to help families access government grants, initiate community-based solutions, and advocate for OVC rights through legislation. Government partnerships were also critical to the sustainability of two projects involved in placing children in foster care, but these showed signs of tension with government partners. In addition to the more common factors associated with sustainability, such as organizational characteristics, donors and NGOs should concentrate on developing strong partnerships with local and national government agencies for the sustainability of their projects.     

Assessing youth/adult partnerships: the Seven Circles (AK) experience

Seven Circles is a substance abuse prevention coalition in Southeast Alaska with a two-tiered structure consisting of local partnerships joined together in a regional coalition. Seven Circles incorporates a youth/adult partnership approach to accomplish its activities. This article describes the results of four annual administrations of a partnership member survey designed to assess the development and implementation of youth/adult partnerships in the local projects, assess the value of the partnerships to the participants, and gather feedback about the functioning of the Seven Circles Coalition. The results support the youth/adult partnership model and are also discussed in the context of youth empowerment.     

Ready,Set, Go … Again: Renewing an Academy–Agency Child Welfare Partnership

This article presents a case study of the renewed partnership between a midwestern public child welfare agency and a midwestern university school of social work. The partnership, which includes educating BSW and MSW students, preparing frontline child welfare case managers, and providing leadership training for supervisors and managers, demonstrates relational capital, relational embeddedness, and transparency, all of which are criteria for trust and strong partnerships. We discuss the unique development of collaborative relationships through the history of the partnership. This study provides an exemplar of how the academy and the agency communities can inform each other to enhance the well-being of children and families.     

NGOs’ Resource Capacity Antecedents for Partnerships

Nonprofit organizations strive for continuous improvement in their programs’ effectiveness and sustainability, service efficiency, and accountability. Typically, managers face the need to attain these objectives despite limited or declining resources. For that reason, collaboration with other organizations has become an increasingly favored tactical strategy. However, even with the extensive literature on collaboration, there is a lack of empirical testing of elements or characteristics essential to collaboration. Using survey data from environmental organizations, we find that organizations that have sufficient human resource capacity, more technological resources, and employ females at the leadership level would more likely seek collaboration than would other organizations. Organizations that generate higher internal revenues are less likely to seek collaboration.     

Organizational Culture in Civic Associations in Russia

The organizational culture of nonprofit organizations is affected by the context in which they are embedded. Based on a qualitative study of local civic associations in Novosibirsk, Russia, this article illustrates how nonprofit organizational culture has been shaped by historical and contemporary social and cultural conditions. The fluid situation for civil society in Russia has generated varied organizational culture across nonprofits. Interview data reveal different value orientations, distinct group identities, and different images of the ideal civic association: as a social establishment, as an outlet for self-expression, as a network of experts, or as a social startup. This resulting diversity of organizational culture has implications for the potential for partnerships among nonprofits, between nonprofits and government, between nonprofits and businesses, and also for the organizational survival of nonprofits in this setting.     

Local mobilisations and the formation of environmental networks in a democratizing Tunisia

ABSTRACT

This study examines the environmental protests that occurred in Tunisia after the 2011 uprisings. It analyses the factors underpinning the rise of the environmental networks during the period of transition (2011–2014). It details the mobilising strategies that were crucial for the networks’ growth or survival during this period of institutional instability. The study shows how networks leaders were able to bring together social and political actors from different backgrounds and ideological orientations. It is argued that the ability of networks to develop new distinctive collective identities was crucial for network sustainability. Those networks and actors who did not develop new clearly defined environmental identities and continued to rely importantly on pre-existing (authoritarian) structures and practices were more negatively impacted by ideological cleavages and political calculations. Empirically, the contribution builds on interviews and observations, as well as documents collected from Tunisian municipalities between 2013 and 2015. Conceptually, the research proposes a bottom-up perspective that highlights the interplay between micro- and macro-dynamics and strategies during a political transition. The analysis details the actors’ capacity to build alliances via interpersonal relations at the micro level, and their strategies to engage with institutional actors and processes.     

All Puerto Rico with Vieques: Mobilizing Support Through Social Skills and Field Dynamics

This article explains the success of All Puerto Rico with Vieques (TPRCV) in coordinating a broad-based coalition in support of the movement to remove the US Navy from Vieques. Considering the literatures on organizations, strategic fields and social movements, the analysis looks at how environmental conditions and the attributes of the leadership become relevant in the formation and sustainability of coalition work. The article argues that under the conditions of a vibrant political activist sector and a dynamic political field, TPRCV used accumulated social skills to take advantage of network intersection and frame adaptation. Though environmental dynamics may produce favorable conditions for coalition building, these will be limited to the capacity of the social actors to identify them, assimilate their potential and translate them into opportunities.