bluuebunny/crossref_metadata_2025_split huggingface dataset:
The formula funding controversy at the national endowment for the arts
Authors: Mark Schuster J. Davidson 
Published: July 2007

AbstractThis article explores how nonprofit organizations respond to proposed changes in the relationship between the government and the nonprofit sector using a case study of the “formula funding” controversy at the National Endowment for the Arts (NEA). The article shows how powerful notions of who should get to decide permeate and continually transform the funding debate, making public interest reforms of the process extremely difficult. The author concludes by suggesting that the victories the arts field can claim in defending the current practice of peer panel review at the NEA will turn out to be Pyrrhic victories, ultimately weakening the claim of the nonprofit arts on public resources.
What's new in nonprofit management?
Authors: Ott J. Steven 
Published: July 2007

AbstractManaging the Nonprofit Organization: Principles and Practices, by Peter F. Drucker. New York: HarperCollins, 1990. 235 pp., $22.95 cloth.Changing Hats: from Social Work Practice to Administration, by Felice Davidson Perlmutter. Silver Springs, Md.: National Association of social Workers Press, 1990. 160 pp., $12.95 paper.Managing Voluntary and Non‐Profit Organizations: Strategy and Structure, by Richard J. Butler and David C. Wilson. London: Routledge, 1990. 190 pp., $55.00 cloth.
Enrollment management and strategic planning: Resolving a classic tension in higher education
Authors: Gowen Julie , Owen Virginia Lee 
Published: July 2007

AbstractEnrollment management in higher education is an important tool to operationalize strategic planning. The ever present danger, however, is that short‐term concerns will dominate enrollment management decisions and in turn postpone attainment of strategic planning objectives. This article describes three models of enrollment management and explains how each is supposed to be incorporated into strategic planning. It uses classical growth theory from economics to explicate the dilemma of long‐run and short‐run objectives in conflict and develops an integrated model for strategic planning and enrollment management. Finally, some ways in which this analysis might apply to other nonprofit institutions are suggested.
How nonprofit human service organizations manage their funding sources: Key findings and policy implications
Authors: Gronbjerg Kirsten A. 
Published: July 2007

AbstractMajor findings and policy implications on how nonprofit social service organizations manage their funding relations are summarized. Data from in‐depth case studies of six medium‐sized social service organizations with distinctive funding profiles yielded findings on the major contingencies associated with controlling fees, the volatility of donations, and the driving force of public funding. The article examines the implications of these diverse funding relationships for funders (public and private), nonprofit managers, and the role of nonprofit organizations.
Effective boards: How executive directors define and develop them
Authors: Fletcher Kathleen B. 
Published: July 2007

AbstractThere is growing recognition in the nonprofit field that the executive director has a key role in determining whether the board of directors will function effectively. To aid executives in this vital role, two recent studies defined a “good board” from the point of view of two samples of executive directors of community agencies, then sought factors related to board performance as measured by this definition. In interviews, executives whose boards scored higher than their peers on this performance measurement related how they work with their boards in such areas as recruitment of new members, financial management, fundraising, and leadership development.
Limits of the workplace analogy: Are volunteers unpaid staff?
Authors: Chambré Susan M. 
Published: July 2007

AbstractFostering Volunteer Programs in the Public Sector: Planning, Initiating, and Managing Voluntary Activities, by Jeffrey L. Brudney. San Francisco: Jossey‐Bass, 1990. 282 pp., $28.95 cloth.Enhancing the Volunteer Experience: New Insights on Strengthening Volunteer Participation, Learning, and Commitment, by Paul J. Ilsley. San Francisco: Jossey‐Bass, 1990. 192 pp., $24.95 cloth.
Volunteers' motivations: A functional strategy for the recruitment, placement, and retention of volunteers
Authors: Clary E. Gil , Snyder Mark , Ridge Robert 
Published: July 2007

AbstractA psychological strategy for understanding the motivational underpinnings of volunteerism is described. In a presentation that merges the theoretical interests of researchers with the practical interests of volunteer administrators, six different motivational functions served by volunteerism are identified, and an inventory designed to measure these motivations is presented. The implications of this functional approach for the recruitment, placement, and retention of volunteers are then elaborated. Finally, recommendations are provided for volunteer administrators who seek to increase the number of people who volunteer and to improve their human resource management.
Moral responsibilities of trustees: Some first thoughts
Authors: Smith David H. 
Published: July 2007

AbstractThe role of a trustee is unclear to most people, including many trustees. The author proposes a view of trustees as persons who have public responsibility for private or independent provision of a public good. This is a moral definition of trusteeship; without trusteeship a pluralist society would be in trouble. The author argues that trustees should be constrained by fiduciary duties, the common good, an interpretative responsibility, and some procedural norms.
Coping by nonprofit organizations during the reagan years
Authors: Liebschutz Sarh F. 
Published: July 2007

AbstractContrary to expectations that a divested federal role would lead to the demise of nonprofit agencies, the relationship between nonprofit and government sectors in New York at the end of the 1980s was stronger than ever. This article presents longitudinal data for six nonprofit agencies in Rochester, New York, to demonstrate “management by groping along” during the Reagan years, behavior that resulted in increased reliance on state and local governments for funds and programs and in different ways of doing business.
Paying nonprofits: Streamlining the new york state system
Authors: Grossman David A. 
Published: July 2007

AbstractMany state and local governments now rely on contracts with nonprofit organizations to deliver a broad range of public services. Nonprofits benefit from these contracts but can also experience costly delays in obtaining payment for services delivered. The article describes two laws adopted by New York State to curb these delays. One law deals with slow payment of vouchers. The other addresses the costly problem of delayed delivery of contracts for activities such as child care or services to the disabled where nonprofits cannot stop delivering services without harm to the recipients.
Foundations as investment managers part 1: The process
Authors: Salamon Lester M. 
Published: July 2007

AbstractFoundations in the United States manage more than $130 billion in investment resources. In managing these assets, foundations must balance the competing goals of promoting charitable good deeds through the distribution of grants and stewarding the assets that can support such grants in the future. This paper examines how foundations perform the function of managing their financial assets and whether they follow modern practices of portfolio management in doing so. The data presented here provide reason to suspect that many foundations are giving insufficient attention to preserving and enhancing the available philanthropic resources under their control. Analysis of actual investment performance is the subject of a sequel article in the next issue of Nonprofit Management and Leadership.
Ethical dimensions of nonprofit administration
Authors: O'neill Michael 
Published: July 2007

AbstractThis article explains why ethics is a necessary and powerful aspect of organizational life and why the managerial ethics of executive responsibility is arguably the most important part of management. While ethical considerations in management are largely the same regardless of organizational type, there are some unique characteristics of nonprofit organizations that create a special ethical context for the nonprofit administrative role. This uniqueness, the immensity and organizational complexity of the American nonprofit sector, and the importance of ethical considerations in an increasingly amoral society, are grounds for giving more attention to this topic.
The university budget process: A case study
Authors: Ferreri Linda B. , Cowen Scott S. 
Published: July 2007

AbstractIn the past, contingency theory has been used by researchers to explain what factors influence the design and implementation of budget systems. However, little of this research has been conducted in the context of nonprofit organizations, especially private universities. Previous research on university budgeting has focused on resource allocation issues, and most of these studies have involved state institutions, which differ in significant ways from private universities. This article presents the results of a case study of the budgeting systems within three schools of a private university. Using a contingency approach, it describes the characteristics of the schools' environments that appeared to affect the types of budget systems used by the three schools studied: a law school, a liberal arts school, and a school of management.
How well is debt managed by nonprofits?
Authors: Tuckman Howard P. , Chang Cyril F. 
Published: July 2007

AbstractLittle is known about why nonprofits accrue debt, how much they owe, and whether the funds they borrow are used productively. This article distinguishes between productive, problematic, and deferred debt. Employing a data base representative of 114,726 tax‐filing charitable nonprofits in the United States in 1986, it examines the pervasiveness of nonprofit debt and the relation between this debt and nonprofit financial health. The analysis finds that over 70 percent of the nonprofits hold debt, the distribution of this debt is highly concentrated, and the level of debt and leverage varies with asset size and type of activity. Nonprofits with higher leverage and absolute debt levels are financially healthier than those with lower levels. While the analysis does not determine whether financially stronger nonprofits are better able to borrow, the results support the view that borrowing in the nonprofit sector is economically efficient.
The double‐edged sword of social service contracting: Public accountability versus nonprofit autonomy
Authors: Ferris James M. 
Published: July 2007

AbstractThe increased role of government contracts in the funding of nonprofits has heightened tensions as governments seek accountability and nonprofits seek to preserve autonomy. Considering both sides of the contract market, this article suggests that the threat of government funding is exaggerated. Nonprofits are attractive contractor options because of their experience and trustworthiness. Governments should recognize that excessive intrusions limit the advantages of the nonprofit sector. At the same time, nonprofits should be conscious of the implications of public funding, just as they must be of other sources of funding.
Researching the arts
Authors: Wyszomirski Margaret Jane 
Published: July 2007

AbstractAs the social, economic, educational, political, and international significance of the creative arts is increasingly recognized by American society, the need for insightful research on the arts, their organization, production, and impact becomes more evident. But the diversity of arts disciplines and organizations can make it difficult for the researcher to identify and locate useful and reliable information on the arts. This article provides a broad summary of resources available to scholars and practitioners to inform their research on artists, arts organizations, audiences, and arts support systems.
The first three years of NML: Central issues in the management of nonprofit organizations
Authors: Young Dennis R. 
Published: July 2007

AbstractThe articles published in the first three years of NML define a broad spectrum of management challenges and problems for future research. These issues fall into five broad categories: governance, executive leadership, human resources management, development of financial resources, and strategic adaptation to change. This article summarizes the contributions of NML authors and suggests areas where new research would advance understanding and practice of nonprofit management and leadership.
Fundraising encroachment on public relations: A clear and present danger to effective trustee leadership
Authors: Kelly Kathleen S. 
Published: July 2007

AbstractWhen fundraising encroachment occurs, strategic publics who can affect a charitable organization's success and survival are rarely brought to the attention of trustees because public relations practitioners are denied access to these leaders, and the manager who does have access—the fundraiser—is trained and rewarded to concentrate on donor publics. A national survey documents fundraising encroachment in five of the six major types of charitable organizations. Although only 23 percent of the respondents (N = 175) reported structural encroachment, 40 percent agreed that the senior fundraisers in their organizations had more say in policy decisions than the senior public relations officers. Small but significant correlations were found between encroachment and the extent to which the public relations department has the knowledge and expertise to practice two‐way models of public relations and communications support.
The impact of funding sources and board representation on consumer control of service delivery in organizations serving low‐income communities
Authors: Hardina Donna 
Published: July 2007

AbstractThis article examines the influence of funding sources and board members on the degree to which an organization enhances consumer control of the organization or limits access to services for some groups of clients. Based on a study of decision making in organizations serving three low‐income communities, a limited degree of board influence on an organization's choice of service strategies can be traced to both the power of donors to demand service strategies that reflect their interests and the efforts of staff members to limit the ability of the board to engage in policy‐making. The high degree of dependence of low‐income communities on external funding restricts the development of boards as decision‐making bodies that effectively reflect community interests.
Using practitioners' theories to document program results
Authors: Wood Miriam M. 
Published: July 2007

AbstractA form of self‐assessment, termed practitioner‐centered evaluation, is proposed for human services agencies. In contrast to assessment methods that may require an outside evaluator, this qualitative technique focuses on the informal theories of behavioral change that underlie a program‐as‐implemented. It takes into account interacting cause‐and‐effect relationships and relies on the ability of staff members to document success and failure in the context of their own theories. As a vehicle for identifying program elements that are effective in achieving behavioral change and other goals, practitioner‐centered evaluation can be the basis of franker, more productive conversations between funders and grantees and between staff members and their governing boards.
Aids volunteers and their motivations: Theoretical issues and practical concerns
Authors: Omoto Allen M. , Snyder Mark 
Published: July 2007

AbstractVolunteers and volunteer organizations are critical elements in society's response to the HIV epidemic. This article reviews a model of the volunteer process that draws on psychological theory and methodology and incorporates concerns of individual volunteers, volunteer organizations, and society at large. An inventory for assessing the motivations of AIDS volunteers is introduced. The findings from a survey of volunteers working in AIDS organizations around the United States speak to their motivations, their choices of volunteer roles, and their decisions about quitting or continuing service. Based on these findings, a detailed set of recommendations for effective volunteer recruitment, assignment, and retention is offered.
The governance of nonprofit organizations: Law and public policy
Authors: Ben‐Ner Avner , Van Hoomissen Theresa 
Published: July 2007

AbstractWho should have the right to set the objectives of nonprofit organizations, hire their managers, set compensation standards, and in general control these organizations? Current law and public policy do not provide answers to these questions. Often, nonprofit organizations are controlled by managers and members of the boards of directors or trustees (many of whom are appointed by management). The goals of these individuals may not best serve the interests of those who support the operation of nonprofit organizations. This article proposes a legal and policy framework for empowering consumers, donors, and sponsors—those who have an economic demand for the nonprofit form of organization. The framework establishes a formal status of membership, accords standing in the court of law to members, enhances direct information dissemination by nonprofit organizations, and empowers state‐sponsored agencies to support and oversee nonprofit organizations.
The impact of ownership form and regulatory measures on firm behavior: A study of hospices
Authors: Hamilton Vivian 
Published: July 2007

AbstractThis article examines differential responses to the Medicare hospice benefit across ownership types. The analysis reveals little difference in costs or quality of service among government‐owned, for‐profit, and nonprofit hospices. However, there are significant differences in the numbers of patients served by ownership status. The results are consistent with the hypothesis that nonprofit hospices are patient maximizers, not profit maximizers in disguise who are aiming to circumvent the nondistribution constraint. A comparison of these results with those in the hospital and nursing home industries leads to the conclusion that Medicare regulations and the predominance of Medicare revenues in an industry induce similar outcomes in cost and quality across ownership types.
Nonprofit boards and perceptions of funding
Authors: Miller Lynn E. , Kruger Evonne Jonas , Gauss Marianne Salmon 
Published: July 2007

AbstractThe study presented in this article examines the extent to which board characteristics and activities are associated with the executive director's level of certainty about future funding, using a sample of 127 human service agencies. The executive directors of agencies with low levels of funding adequacy expressed more certainty about future funding when their boards were more expert, influential, and involved in planning and fundraising activities. For agencies with more adequate funding, board expertise and activities were associated with lower levels of perceived funding certainty. This article argues that, rather than improving agency performance, boards serve a homeostatic function, acting in crisis situations to return their organizations to stable equilibria.
What affects nonprofit survival?
Authors: Bielefeld Wolfgang 
Published: July 2007

AbstractThis article describes mortality patterns for nonprofit organizations in a major U.S. metropolitan area between 1980 and 1988. Twenty percent of the nonprofits in a panel ceased operations during this period. Mortality rates were found to vary widely. In some instances, high mortality was found in parts of the sector that were growing rapidly. Overall, nonprofits that ceased to operate were younger and smaller, used fewer strategies to attract funders, and had less diversified income streams than survivors. These patterns also varied substantially. The results point to the drawbacks of using limited or commonsense information and the necessity of theory‐based research.
The liability of nonprofits to donors
Authors: Balda Janis Bragan 
Published: July 2007

AbstractThe success of the third sector depends on public confidence, and that confidence rests, in part, on holding managers, directors, and officers of nonprofits responsible for their conduct. This accountability can be accomplished by clearly defining the roles of these individuals and the standards that they are to uphold, and by providing channels for all interested parties to challenge uncontrolled activities. Though interest in this goal is unanimous, a debate exists over how to ensure oversight and accountability.
Nonprofit management education through distance learning
Authors: Smith John Palmer 
Published: July 2007

AbstractCourse books 1–12 for “Managing Voluntary and Non‐Profit Enterprises.” Milton Keynes, U.K.: The Open University, 1991. (For information, contact Open University Enterprises, 12 Coferidge Close, Stony Stratford, Milton Keynes, MK11 1BY, U.K.)Issues in Voluntary and Non‐Profit Management: A Reader, edited by Julian Batsleer, Chris Cornforth, and Rob Paton. Workingham, England: Addison‐Wesley, in association with The Open University, 1991. 215 pp., paper.Writers on Organizations (4th ed.), by D. S. Pugh and D. J. Hickson. London: Penguin Books, 1989. 201 pp., paper.
On the malfunction of the generic approach in small voluntary associations
Authors: Klausen Kurt Klaudi 
Published: July 2007

AbstractManagement and marketing techniques that are of great value in private firms may not prove as important in voluntary and nonprofit organizations. The author highlights problems in the direct application of the so‐called generic approach to third sector organizations by examining small voluntary organizations in the Danish sports sector. He argues, first, that it may be unnecessary to apply generic management techniques; second, that it may be dysfunctional with regard to leadership and management; and, third, that the consequences of the chosen (generic) strategies may be detrimental to the function and image of the associations. Instead, theories of organization, strategic management, and marketing should recognize the special mix of competing, complementary, and overlapping values, rationales, and evaluation criteria that characterize small voluntary organizations.
Volunteers from corporations: Work cultures reflect values similar to the voluntary organization's
Authors: Puffer Sheila M. , Meindl James R. 
Published: July 2007

AbstractThe way people perceive the culture of the organizations where they are employed may shape their perceptions of their role as volunteers. This study of 201 managers and other professionals suggests that their perceptions of their work organizations as sociocentric or egocentric are related to their motives, attitudes, and performance in a voluntary organization. Implications for voluntary agency administrators include the identification of work organizations whose cultures reflect values similar to those of the voluntary organization.
Pursuit of mission: The rise and fall of elite nonprofit leadership
Authors: Stapleton Darwin H. 
Published: July 2007

AbstractThe University Circle Development Foundation (UCDF) was created in 1957 to implement a master plan for the development of Cleveland's University Circle district. Run by the presidents of three major institutions, UCDF was successful in coordinating land use and construction projects in its early years. However, its elite authority structure proved insular and inflexible when dealing with students, faculty, and adjacent neighborhoods, and it was dissolved in 1970.