Fidelity in philanthropy: Two challenges to community foundations

Two recent court cases have raised doubts about how faithful community foundation officials must remain over time to the donor's charitable intent. For trustees of community foundations, nonprofit managers, and potential donors, the two cases discussed in this article raise three critical questions: Under what conditions can and should a donor's charitable intentions be modified? Do nonprofit organizations have legitimate claims to funds in community foundations earmarked for their organizations by donors? Should donors consider disbursing their philanthropic funds themselves rather than seek to have them held in perpetuity in a foundation? In addition to addressing these questions, the author suggests that the two court cases examined here reveal something important about the broader evolution of philanthropy over the past three decades.     

The Perils of Practice

On April 27?29, 1997, Philadelphia hosted the first-ever Presidents' Summit for America's Future, an historic meeting that brought unprecedented attention to volunteerism in service to the nation's young people. Based on the experience and careful analysis of a summit delegate, this article concludes that although the spotlight afforded volunteerism was helpful, the hard work to be done by the local delegations to accomplish the summit agenda is not likely to be as successful as organizers hope because of limitations in follow-up mechanisms and in the capacity and expertise of nonprofit organizations to integrate and manage volunteers effectively.     

Crisis in leadership or failure to plan?

During the past ten years, succession planning and managing executive transitions have emerged as important issues in the nonprofit sector. Demographers and economists have speculated for years about the potential effects of the retirement of baby boomers. The time has finally arrived: the oldest of the baby boomers are now eligible for retirement. The question that remains is how this trend will affect the nonprofit sector and the communities they serve. This study examines the issues of turnover and succession planning at the executive level, along with career development among young nonprofit professionals in Charlotte, North Carolina. Not only do the findings suggest that the community may very well see a crisis in leadership, but they also illustrate a growing disconnect between executive leaders and young professionals in nonprofit organizations. In addition to struggling with the realities of working in the nonprofit sector (limited benefits, challenging workloads), most young professionals reported that they felt undervalued by older managers and staff, and very few aspire to the position of executive director. Taken together, these findings have important implications for the local community and the broader nonprofit sector.     

Community as a factor in implementing interorganizational partnerships: Issues,constraints, and adaptations

This article reports findings from a community‐based study of collaboration among seven nonprofit human service agencies in a very low‐income urban neighborhood. The project, funded by a federal demonstration grant, was developed to prevent child abuse and neglect as an alternative to the existing public child welfare system. Findings suggest that privatization, funding uncertainties, and community‐level factors posed external stressors that constrained executives' ability to collaborate. The article identifies five key stressors, analyzes how each constrained the partnership, and then discusses specific adaptations made by executive leadership in political, technical, and interpersonal areas that facilitated strategic adjustment and realignment in a very complex interorganizational arrangement and set of relationships. Finally, implications are drawn for nonprofit managers, social policy, and nonprofit research.     

Unveiling the mantra. The salience of network-based community belonging in understanding the structural and agentic conditions of the migration-development nexus

There is more and more evidence that migration and development cannot be considered as two dimensions, whose nexus emerges naturally as a mantra with reciprocal advantages both in developing and in developed countries. This article investigates the theoretical framework of a migration-development nexus as a double time-dependent process of social change, at the same time embedded both in the long durée of the reproduction/innovation of social practices and in the short durée of an agent's personal reflectivity. I argue that the wide scenario of this interplay is the place for the cultural, symbolic, and moral dimensions of a migrant's membership of a network-based community, which acts as a cultural compass in determining migrants' attitudes towards the development of their home country. Strong community membership can be associated with real engagement in the development issues of members left behind (as part of the collective self), only if we assume that membership and belonging are not necessarily shaped by kinship or ethnic considerations, but vary according to the structural features of migrants' social networks – for example the way in which migrants define networks as their own communities, the results of past community memories, and how they imagine their future community on the basis of current experience and perception. The paper discusses these issues in the light of the structure-agent debate in social sciences and migration studies.     

How the State Shaped the Nonprofit Sector: Public Funding in British Columbia

This article examines how the state has used its spending power to shape the nonprofit sector in British Columbia since the 1960s. The province's thriving nonprofit sector and its polarized political culture provide an ideal case study for exploring the relationship between the state and nongovernmental organizations. The following study documents changes in state policy, the trajectory of funding, funding patterns, and organizations that have received state funding. Although public funding for nonprofits in Canada has been pervasive for decades, there is little empirical evidence on the nature and scope of this funding. This article is based on an innovative new database that provides a comprehensive list of grants from the provincial government to nonprofit organizations between 1960 and 2014. Despite concerns regarding cuts to public funding in recent years, this study finds that there has been an overall increase in funding. However, there has also been a significant shift in funding from women's issues to Aboriginal peoples since the early 2000s.     

Casa de Esperanza [Part C]

The challenges of nonprofit management and leadership often lie in balancing the constant demands of internal issues and the rapidly changing external context. As the third and final segment of the Casa de Esperanza case illustrates, there is no point of perfect balance. Part C documents the various mechanisms used to institutionalize the organization's identity as a community‐based Latina organization, including new structures, planning processes, and human resource management. In all, leaders strive to make the organization truly bicultural, allowing it to participate in mainstream circles while remaining grounded in core community values and practices. When faced by a new mandate from state funders, leaders use these internal changes as a new filter when considering the most appropriate action. As such, the case illustrates how proactive structural change can propel an organization to recognize realities.     

Staffing,retention, and government funding: A case study

This study analyzes the implications of government‐contract funding on the staffing pattern of a nonprofit agency, the Canadian Red Cross, Toronto Region. Furthermore, the study explains the implications of the staffing pattern on services and on the agency's organization. Staffing is one area that the literature on nonprofit organizations has not adequately addressed. The findings indicate that contract‐based funding leads to the hiring of temporary staff and affects the retention of employees. Although contract funding has some benefits, temporary staffing is detrimental to the agency's services. It affects not only employee recruitment and retention but also training. The results highlight how change in government funding from grants to contracts resulted in the agency's new staffing strategy and ultimately reduced the effectiveness of the services the agency provided to the community.     

A Program for the Improvement of Instruction in American History

Although much energy has been spent designing children's books and curriculum to bring issues of diversity and acceptance into classrooms, perhaps the most meaningful and relevant curricular materials only require a digital camera and a space for students to talk about photos of their own classroom community, creating an organic and everyday curriculum. From over three years of research in a preschool classroom, the researcher-author tells how she uses digital photography to allow students to examine and reimagine their own social community. She revives the pedagogies of seminal social educators like Vivian Paley and Fannie Shaftel while offering a photo methodology for researchers of children who are interested in better understanding children's peer culture. As play is perhaps the most important vehicle of social education, carving out a time and space in the school day for a reflective component with digital photography can be an interesting and empowering way for children to examine social dilemmas and confront inequities.     

Organizational sensegiving: Indicators and nonprofit signaling

Resource acquisition depends upon the agreement between an organization's sense of identity and the perceptions of organizational identity held by resource providers. To smooth the flow of resources and buffer against potential issues, organizations seek to manage external perceptions and, to the extent possible, control their organizational identity. Using exploratory factor analysis, we examine the data from 300 GuideStar profiles to develop a sense of how nonprofit organizations “give sense” to resource providers and attempt to manage their organizational identity. We find evidence of three sensegiving strategies. We then use a seemingly unrelated regression model to examine the relationship between these strategies and revenue outcomes, finding evidence that (a) nonprofit organizations demonstrate intentional sensegiving, and (b) different sensegiving approaches are related to different income streams.     

The Liberal Education of a Medieval Guildsman

This article illustrates how community service-learning can be defined and implemented as a group inquiry project in which students apply academic knowledge and social problem-solving skills. The authors examined eleven different community service-learning projects put into practice by elementary and middle school teachers who participated in CiviConnection, a national civic education program. They also explored how the teachers' practices were related to their perspectives on citizenship education, as the national CiviConnections program was designed to align with the reflective inquiry perspective by integrating historical inquiry in community service-learning. From the reflective inquiry perspective, they identified four elements of service-learning as a group inquiry project and analyzed eleven class projects to see how they incorporated the four components: (1) identifying issues and defining problems, (2) studying issues in-depth while using disciplinary modes of investigation, (3) developing action plans through decision-making processes, and (4) developing personalized knowledge through reflection. The authors discuss the study results' implications and examine opportunities to consider how community service-learning should be developed and implemented as a group inquiry project in which students develop personalized knowledge about community issues through discipline-based inquiry skills and decision-making processes.     

The influence of organizational social responsibility on involvement behavior in community sport membership associations

Membership‐based associations are critical to their local communities and the overall social impact of the nonprofit sector. This study examines how organizational social responsibility within nonprofit membership associations influences positive member involvement behaviors, including volunteering, speaking positively about the club, and member loyalty. Self‐administered online questionnaires were completed by 735 members within seven grassroots membership associations in Ontario, Canada offering community‐based sport programs. Results show that members are somewhat aware of and felt positively about their organization's socially responsible efforts. Awareness of these efforts had a positive direct effect on the involvement behaviors of members, including intention to stay involved with their club and speaking positively about their club to others (i.e., word of mouth). Members' level of social consciousness was found to have a positive direct effect on word of mouth. Furthermore, members' positive evaluation of sport clubs' socially responsible initiatives was found to partially mediate the positive relationship between social consciousness and involvement behavior, as well as partially mediate the positive relationship between awareness of those efforts and involvement behavior. Results of this research provide grassroots membership associations with an in‐depth understanding of how their organization's efforts toward social responsibility influence member perceptions and behaviors, which may help them focus their efforts and more effectively manage their social change agenda moving forward.     

Building stronger weak ties among a diverse pool of emergent nonprofit leaders of color

This article explores theoretical underpinnings of social capital and strong and weak ties as they relate to relationships within, between, and among six cohorts of promising nonprofit leaders of color in a northwestern U.S. city. Using mixed methods, including network analyses, it considers the impact and potential of a university‐community collaboration to deliver a program to promising emergent leaders nominated for their talent and commitment to the work of their community‐based organizations, often in competition for limited resources. The article considers the program's implicit effect on relationships and reveals intersector connections among alumni. Findings show substantial alumni movement among organizations, increasing the potential for collaboration and mentoring relationships. We conclude with recommendations for programs seeking long‐term impact and discuss a series of unanticipated findings and the questions they engender, many critical as communities and organizations become more diverse and social needs do not diminish.     

What Influences the Location of Nonprofit Organizations? A Spatial Analysis in Brazil

What are the local characteristics influencing where new nonprofits will be established? How important are community needs, available resources, or the existence of similar organizations for nonprofits’ location? This paper analyzes how the characteristics of 5562 Brazilian municipalities in the year 2000 help explain the location of nonprofits formed between 2001 and 2010. Based on geographically weighted regressions, results indicate that neither access to resources nor poor socioeconomic indicators are powerful influences on nonprofit location in Brazilian municipalities. The main predictor of nonprofit entry is a high pre-existing density of nonprofits in that area. These findings, however, vary across regions and nonprofit fields of activity. By mapping the effect of key explanatory variables, this paper helps understand nonprofit location. The methodology and findings on nonprofit location presented here are novel and may contribute to research in other countries.     

Positive Development in a Disorderly World

Adolescents need to develop competencies to navigate an adult world that is complex and disorderly: a world of heterogeneous macro‐ to microecological systems containing contradictions and catch‐22s. This exploratory essay examines adolescents' conscious processes of developing pertinent competencies for pursuing goals (agency) in these kinds of “real‐world” settings. It draws on qualitative longitudinal research on youth's experiences working on arts and community projects in which they encounter the irregular dynamics of complex human systems. I describe how youth develop “strategic thinking”: executive skills for formulating strategies based on forecasting dynamics in navigating these systems. I also describe how youth learn to manage emotions (in self and others) that arise in these real‐world transactions and how they develop motivation that sustains their work toward goals. Even as we learn more about the biological hardware of development, I argue that we must study youth's conscious, proactive processes in developing their own “software” to navigate complex and disorderly human worlds.     

Casa de Esperanza [Part B]

When nonprofit organizations make significant changes in mission, there are many issues of organizational structure and culture that must be re‐examined and re‐aligned. As the second segment in the case of Casa de Esperanza illustrates, there are many human issues that must be navigated by leaders making such changes. Case B illustrates the challenges that must be confronted as leaders embrace the agency's identity as a community‐based Latina organization, rather than a government‐funded domestic violence organization. The case describes the management planning and implementation processes, including changes in leadership, programming, and operations. Staff responses to these changes are also stressed, revealing the very human elements of organizational change. © 2004 Jodi Sandfort     

Asian Community Mental Health Services at 35: a pioneering ethnic organization (1973-2008)

Asian Community Mental Health Services is a nonprofit organization that delivers mental health services to primarily Asian and Pacific Islander communities. From its early beginnings and over its 35-year history, the agency has had to overcome numerous challenges, including gaining legitimacy as a culturally specific nonprofit, combating stigma surrounding mental health issues within the Asian Pacific Islander community, building resources to fund service delivery, and developing an educated and culturally sensitive workforce. The history of the organization highlights the multiple challenges and rewards of developing a culturally specific nonprofit in an urban area as well as the important role that internal operations play in relation to nonprofit expansion and growth.