Funding source,board involvement techniques,and financial vulnerability in nonprofit organizations: A test of resource dependence

The study examined here tested a resource dependence view of the organization on a sample of nonprofit social service agencies. Results indicated that CEOs of privately funded nonprofit agencies were more likely to use board involvement techniques than CEOs of government‐funded or commercially supported organizations. In addition, privately funded agencies were less vulnerable to economic shock than government or commercially funded agencies, and funding source explained incremental variance in board involvement and vulnerability beyond characteristics of the organization and board. These results provide support for assertions of resource dependence theory and suggest that a CEO's strategic engagement with an organization's board depends in part on the nature and concentration of the organization's resources.     

The crowding‐out effect within government funding: Implications for within‐source diversification

The benefits and risks of revenue diversification lead scholars to propose within‐source diversification as a possible compromise. Although this revenue strategy sounds promising, no scholarly attention has been devoted to empirically examining it. This study explores within‐source diversification across government funding, specifically whether nonprofit receipt of support from a major government funder affects support from other government funders. Using a panel dataset of U.S.‐based international development nonprofits from 1995 to 2014, we find that nonprofits with more funding from the major funder are associated with significantly less funding from other funders. This crowding‐out effect weakens as organization size grows. The findings imply that the within‐source diversification strategy might be more desirable for larger organizations with the capacity to manage multiple funding relationships.     

Transforming settlement and integration services during a pandemic

Settlement services are key to Canada's success in welcoming and integrating immigrants. Offered mainly in person prior to COVID-19 by non-governmental agencies reliant on and regulated by government funders, services were forced online and delivered by staff working remotely. We document this transition between September 2020 and September 2021 in Ontario, Canada and the conditions that influenced it. Surveys completed by workers and managers at member agencies of the Ontario Council of Agencies Serving Immigrants reveal how agencies provided services and stabilized organizational resources and capacities. Their success is evident in staff satisfaction with management's responses to the pandemic. While our findings underscore the resilience of the agencies and their workforce, they also challenge many tenets of New Public Management. The survey and discussions with managers suggest that sustained and flexible funding, rapid and respectful communication between agencies and funders and collaborations with other agencies were key to overcoming pandemic challenges.     

NeoLiberalism and the Challenges of Managing Labour Migration in Urban Malaysia

Labour migration into Malaysia has increased rapidly in recent decades and this has affected Malaysia's government policy in managing migrants’ movement. Interestingly, Malaysia has attracted a high degree of unskilled labour, accompanied by unabated rise of undocumented migrant workers. Mitigating undocumented migration is the main aim of Malaysia's labour migration policy and therefore the focus of Malaysian government. This has impacted on how enforcement agencies work out strategies. These agencies are the forefront of Malaysia's labour migration policy but they faced a number of challenges, such as documentation, finance and manpower capability, and political intervention, which impede their ability to optimize their capabilities in enforcing the Malaysian government labour migration policy. Resolving these challenges and moving towards a long‐term labour migration policy will benefit the Malaysian state, its citizens and the labour migrants.     

Struggling to Get It Right

This article examines the challenges public and nonprofit human service funders face in the performance measurement process and the strategies they use to address these challenges. We use survey and interview data to compare funders’ experiences across a region. Common challenges included dissatisfaction with formal data collection procedures, difficulty getting providers to comply with reporting requirements, provider performance problems, and lack of capacity to use performance information. Capacity issues were a greater concern for smaller funders. Funders used a variety of strategies to address challenges. Use of some strategies depended on context. Practices were relatively consistent across funder groups.     

Bureaucratic manoeuvres and the local politics of climate change mitigation in China and India

This article explores how strategies of thinking and working politically are used by agencies within developing country governments to influence wider government agendas. It uses research on climate change mitigation in China and India to explore how government agencies seek to overcome challenges of limited capacity and competing priorities by bundling climate change together with more immediate priorities and thereby developing a coalition with an interest in achieving these objectives. The article is based on interviews conducted in China and India, as well as analysis of themes covered in the growing body of literature on the domestic politics of climate change mitigation. In both countries we found that pragmatic approaches leveraging what already exists made significant progress in putting energy efficiency on the agenda, strengthening institutional presence (in India) and delivering improvements in energy efficiency (in China). Yet, we also found that the use of these tactics had significant limitations. While there was probably no other way that the policy space given to climate change mitigation could have increased so rapidly, there are significant side effects that arise as a result of the traction gained by these initial policy approaches. While bundling raised the profile of energy efficiency, it also created perverse incentives that highlight the need to consider the long‐term effect on the interests, capacity and sustainability of informal coalitions. We highlight the need to take account of both the short‐ and long‐term effects of thinking and working politically, and the challenges of doing so when the outcomes are unpredictable and inherently difficult to assess.     

Surviving mission drift: How charities can turn dependence on government contract funding to their own advantage

The widespread contracting out to British charities of welfare services previously furnished by the state has resulted in many charities operating in fields well outside those specified by their original missions. Challenges connected with charity mission drift have received a great deal of (mainly negative and critical) attention in the nonprofit practitioner literature in recent years, yet no academic research has been completed into exactly how charities respond managerially and operationally to government‐induced mission drift. This empirical study attempted to fill this important gap in knowledge about charity management through in‐depth case studies of three charities known to have experienced substantial mission drift during the last decade, focusing on the styles and types of approach the organizations had adopted in their dealings with government funding agencies. It emerged that the three charities accepted mission drift as a fact of life. Rather than simply supplying contract services to government bodies, the charities were highly proactive in seeking to initiate, direct, control, and assume overall strategic responsibility for state‐funded activities.     

Thinking and Working Politically: Learning from practice. Overview to Special Issue

Over the last 15 years, a set of ideas now referred to as “thinking and working politically” (TWP) has coalesced into a “second orthodoxy” about how to take context into account when implementing development interventions. This approach stresses the importance of obtaining a better understanding of the local context (“thinking politically”) in order to support local actors to bring about sustainable developmental change (“working politically”). However, the evidence base to justify this new approach remains thin, despite a growing number of programmes which purport to be implementing it. Officials in development agencies struggle with putting it into practice and it is unclear how TWP differs—or not—from similar approaches, such as Problem Driven Iterative Adaptation (PDIA) and Doing Development Differently (DDD). This Special Issue sheds light on what TWP means in practice by examining a set of initiatives undertaken by both development partners and government departments in Nigeria, the Occupied Palestinian Territories, China and India. This overview article outlines, in brief, each of the Special Issue's four papers and then draws out five lessons—for funders and for practitioners—from across all the papers. Our five lessons are: (1) the fundamental importance of undertaking political economy analysis (PEA) to adapt programmes to their contexts; (2) the importance of having a realistic level of ambition for interventions; (3) the need to support local ownership—not just “agreement ownership” (between a donor agency and government) or local “management ownership” of the programme, but critically “driver ownership” by generating trust with the key local actors driving change; (4) the need for a more effective set of tools for measuring results in complex programmes that attempt to achieve improvements in long‐run governance; and, (5) that although the political economy of donors is often seen as a barrier to applying TWP, the articles show how much can be done with a TWP approach if the analysis takes into account the political economy of donors as well as that of the local context. We conclude with a set of operational recommendations for donors and implementors, as well as suggestions of avenues for further research.     

Public reporting: A neglected aspect of nonprofit accountability

Nonprofit organizations have a compulsory external accountability (largely involving financial reporting) to government agencies such as the Internal Revenue Service and state regulators. They also have a pragmatic “must‐do” accountability to their funders, clients, and other obvious stakeholders. But are nonprofits also accountable to the public at large? If so, how can such accountability be implemented, given the diffuseness and breadth of the public as an audience? This article suggests that nonprofits should consider the citizenry as a stakeholder, if only due to the substantial taxpayer subsidy of the sector. The theory of public reporting that emerged in public administration literature beginning in the 1920s and 1930s can be helpful. Using principles, templates, and examples from public administration, nonprofit organizations can pursue more vigorous public reporting as one method to increase citizen confidence in their activities and in the sector as a whole.     

Tweeting about emergency: A semantic network analysis of government organizations’ social media messaging during Hurricane Harvey

While social media like Twitter have been increasingly adopted by public-sector organizations, it remains less explored as to how government and emergency management (EM) organizations use these platforms to communicate with the public in response to emerging natural disasters. Extending the Situational Crisis Communication Theory (SCCT) to the realm of social media, this study examines the emerging semantic networks from 67 government and EM organizations’ official tweets during Hurricane Harvey over a three-week period. It identifies how multiple crisis response strategies—including instructing information, adjusting information, and bolstering—are constituted of different issues, actions, and organizational actors before, during, and immediately after the disaster event. Results suggest that government agencies use the strategy of instructing information predominantly before and during the disaster, whereas adjusting information and bolstering strategies are utilized more during post-disaster recovery. The study offers theoretical and practical implications of using a semantic network approach to studying organizational crisis responses.     

Immigrants' Identity Negotiations and Coping with Stigma in Different Relational Frames

This research describes strategies that immigrants deploy in face‐to‐face interactions with indigenous locals and links these strategies to their relational frames and networks. By focusing on interconnections between identity management and network management, the author further explores some of the key trends already documented in the contemporary literature on ethnicity. The article also adds new insight to the analysis of stigma and identity by showing how self‐friend and self‐stranger relationships present different opportunities and limitations for self‐presentation. Network fragmentation—commonly associated with a weak degree of social integration—is not necessarily an indicator of unsuccessful integration or segregation; it may be part of a wider immigrant identity project, a way to cope with stigmatization, and an important precondition for integration into mainstream society.     

Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK

Voluntary organisations have become major providers of numerous social welfare services that previously were supplied by the state. In Britain, between 35 and 40% of the average human services charity’s annual income now derives from government (predominantly local government) sources, meaning that the acquisition of fresh contracts to undertake government funded work, in conjunction with the maintenance of good relations with government funders vis-à-vis current assignments, is increasingly important for ensuring a human service charity’s financial survival. An organization that wishes to obtain new contracts and to keep government bodies satisfied with its present activities will need to market itself effectively. This empirical study examined two aspects of charity marketing relevant to this requirement: the extent to which voluntary organizations applied the principles of strategic account management (otherwise known as key account management) to their relations with government funders, and the organizational characteristics (passion and commitment, low wage costs, etc.) that they emphasized to government bodies when making bids. A number of organizational variables (e.g., mission rigidity, strategic intent, short term operational focus) were employed in regression analyses as possible determinants of: (i) the degree to which a charity used strategic account management; and (ii) the genres of the organizational characteristics that it accentuated when tendering for government funded work.

How does a board of directors influence within‐ and cross‐sector nonprofit collaboration?

Board members play a significant, yet largely unexamined, role in nonprofit collaboration. Processes, such as finding prospective partners, creating common ground with a partner, and establishing appropriate collaborative governance implicate nonprofit board members. In contrast to the scholarship of the role of interlocking directorates as potential networks for nonprofit collaboration, this paper examines the role of board members' social and human capital on nonprofit collaboration with other nonprofits, businesses, and government agencies. Drawing on online survey data from 636 nonprofit organizations, this paper finds that board social capital—but not board human capital—is positively related to the presence and number of within‐sector and cross‐sector nonprofit collaboration. However, board human capital enhances nonprofit‐government collaboration, when board social capital is also high. The results provide a novel perspective in nonprofit collaboration and board management research.     

Strategies and tactics in NGO–government relations

Relationships between nongovernmental organizations (NGOs) and government agencies have been variously described in the nonprofit literature as cooperative, complementary, adversarial, confrontational, or even co‐optive. But how do NGO–government relationships emerge in practice, and is it possible for NGOs to manage multiple strategies of interaction at once? This article examines the experience of three leading NGOs in Mumbai, India, involved in slum and squatter housing. We investigate how they began relating with government agencies during their formative years and the factors that shaped their interactions. We find that NGOs with similar goals end up using very different strategies and tactics to advance their housing agendas. More significant, we observe that NGOs are likely to employ multiple strategies and tactics in their interactions with government. Finally, we find that an analysis of strategies and tactics can be a helpful vehicle for clarifying an organization's theory of change.     

Structures,Challenges, and Successes of Volunteer Programs Co‐managed by Nonprofit and Public Organizations

This article presents a mixed‐methods, multicase study and comparison of volunteer programs in US national parks that have evolved, in response to growth and fiscal pressures, to be co‐managed by national park staff and their nonprofit support partners. Findings detail why and how the expanded partnerships were formed; how they operate; challenges they face; ways in which they adhere to, stretch, and depart from theories of nonprofit management, collaboration, and program institutionalization; and the significant—even exponential—volunteer program growth that resulted in each case. These nonprofit?public volunteer program partnerships—at Acadia, Arches and ­Canyonlands, Cuyahoga Valley, Golden Gate, the National Mall, and Yosemite national park sites—employ many standard forms of interorganizational relations, even though in these cases the nonprofits give money to the government organization instead of the reverse. Their volunteer program and management structures also share similar elements because of coercive, normative, and mimetic pressures. At the same time, each volunteer program partnership is a distinct blend of collaboration and management practices because of the unique natural features, climate, needs, adjacent populations, and personalities of leaders at each site. The cases employ innovative strategies to substantially increase the number of staff who lead volunteer programs. Recommendations are offered for nonprofit management research and practice, and findings are instructive for organizations that utilize volunteers either as a single entity or as part of a collaboration.     

The Area and Community Components of Children's Well‐being

Until recently, mainstream services for children in the UK have largely relied upon individual and reactive approaches to safeguarding children's welfare. However, recent legislative and policy reforms require the development of a more preventive orientation, capable of promoting the well‐being of all children. This will require that agencies responsible for the integrated delivery of children's services develop strategies that, for the first time, take full account of the area and community components of children's well‐being. The challenges presented by these reforms, to existing organisational and professional cultures and ways of working, are examined in the light of recent research evidence. Copyright © 2006 The Author(s).     

Measuring to Improve Versus Measuring to Prove: Understanding the Adoption of Social Performance Measurement Practices in Nascent Social Enterprises

Social enterprises are described as organizations with dual objectives—social and commercial. While the measurement of commercial performance is relatively straightforward and well understood, our understanding of the factors related to measuring social performance is more ambiguous. Is the adoption of social performance measurement (SPM) practices more related to external pressures, such as the need to demonstrate legitimacy to funders and peers, or is it more closely related to the growing rationalization within the social sector? We examine the relationship between external and internal factors and the adoption of SPM using a novel dataset of 1864 nascent social enterprises from around the world. Our findings suggest support for the argument that the adoption of SPM in social enterprise is related to the growing rationalization of the social sector, which challenges some of the past research on this topic, and provides a more nuanced perspective of SPM in social enterprise.     

NASADAD to NIDA: Connect research to practice

When the National Institute on Drug Abuse (NIDA) sought input on its five‐year plan, the people responsible for publicly funded prevention, treatment and recovery — state directors — called for returning to the days of communication between federal agencies like the Substance Abuse and Mental Health Services Administration (SAMHSA) and between NIDA researchers and the service delivery system. In an Aug. 7 letter to NIDA's strategic planning team, Robert I.L. Morrison, executive director of the National Association of State Alcohol and Drug Abuse Directors (NASADAD), noted that each state alcohol and drug agency has a critical role to play in NIDA initiatives. This role includes.     

Domestic violence and child abuse: developing sensitive policies and guidance

Domestic violence is everywhere and nowhere. No statutory organization or health service has work with either perpetrators or survivors of domestic violence (usually women and children) as the primary focus of their service, yet all agencies will have very significant numbers among their clients/service users. It is therefore crucial that the policy framework is developed both within and between agencies to address the need, and scope, of intervention in this area and particularly the impact on children. Currently, significant steps have been taken by some agencies in the UK to address this previously neglected issue, though the developments are patchy. This paper draws on a UK‐wide research study which mapped the extent and range of service provision for families where there is domestic violence and also developed a framework of good practice indicators for provision in this area. This article examines one of the indicators of good practice arising from the research—that of policy development—within social service departments and within the multi‐agency arena. Copyright © 2001 John Wiley & Sons, Ltd.     

Labour market integration of newcomers to Canada: The perspectives of newcomers in a smaller urban centre

In Canada, newcomers are often faced with many challenges when integrating into the labour market. This study examined the labour market integration experiences of newcomers in Regina, Saskatchewan. Data were collected using a structured survey which was made available in several languages. A total of 305 (n = 305) newcomers participated in this study. It was found that length of stay in Regina, level of education, having children and lack of access to transportation had a strong relationship with newcomers' labour market integration (p < 0.01). Specific barriers that were found to affect newcomers included language, access to a vehicle, lack of Canadian work experience and Canadian credentials. These challenges have substantial implications for the well-being of newcomers and their contribution to the Canadian economy. It is recommended that resettlement agencies develop informed strategies and programmes that target these barriers to enhance the economic integration of newcomers in smaller cities in Canada.