Pub Date : 2024-07-09DOI: 10.18666/jnel-2024-12046
Brandon W. Kliewer
Civil Society Organizations (CSOs) are increasingly asked to facilitate cross-sector collaboration between state, private industry, and nonprofit actors and organizations. Growing evidence indicates certain contexts and conditions support cross-sector col-laboration more than others. However, there is still limited understanding of how, spe-cifically, process and practice produce leadership activity necessary to advance cross-sector collaboration. The purpose of this study is to examine illustrations of how the leadership practice of interpretative signaling emerges in facilitated committees work-ing to enable cross-sector collaboration. Relying on a Leadership-as-Practice (LAP) frame, this video ethnography of Collaborative Leadership Learning Group (CLLG) sessions establishes a theoretical model helpful to capturing how everyday dialogic, re-lational, and socio-material interactions emerge leadership between committee mem-bers attempting to enable cross-sector collaboration. Leadership practice was primarily connected to informal authority that was dispersed through networks of people and community systems. Four forms of interpretative signaling are illustrated as a general practice in the theoretical model.
{"title":"Sending the Right Signals: A Theoretical Model to Understand How Interpretative Leadership Capacity Advances Cross-Sector Collaboration","authors":"Brandon W. Kliewer","doi":"10.18666/jnel-2024-12046","DOIUrl":"https://doi.org/10.18666/jnel-2024-12046","url":null,"abstract":"Civil Society Organizations (CSOs) are increasingly asked to facilitate cross-sector collaboration between state, private industry, and nonprofit actors and organizations. Growing evidence indicates certain contexts and conditions support cross-sector col-laboration more than others. However, there is still limited understanding of how, spe-cifically, process and practice produce leadership activity necessary to advance cross-sector collaboration. The purpose of this study is to examine illustrations of how the leadership practice of interpretative signaling emerges in facilitated committees work-ing to enable cross-sector collaboration. Relying on a Leadership-as-Practice (LAP) frame, this video ethnography of Collaborative Leadership Learning Group (CLLG) sessions establishes a theoretical model helpful to capturing how everyday dialogic, re-lational, and socio-material interactions emerge leadership between committee mem-bers attempting to enable cross-sector collaboration. Leadership practice was primarily connected to informal authority that was dispersed through networks of people and community systems. Four forms of interpretative signaling are illustrated as a general practice in the theoretical model.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.2,"publicationDate":"2024-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141663893","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-09DOI: 10.18666/jnel-2024-12561
Karina Stork
Eva Huntington, Major Gifts Officer for the Urban Advancement Collective (UAC), has reached a turning point in her philanthropic career. The UAC is campaigning to build The Gathering Space, a community center based in the urban hub of Atlanta, Georgia. During many of Eva’s initial conversations with prospective donors, she has noticed a common motivation: What would a financial contribution do for her donors? How would their contributions be recognized? Where might their names be displayed? Eva’s prospects seem willing to donate, but she leaves each conversation feeling that their interest is “surface level” and results-based, rather than rooted in a true care for the disadvantaged youth The Gathering Space will serve. The first stage of UAC’s capital campaign leaves the Major Gifts Officer re-evaluating her fundraising strategies.
{"title":"Bridging Donor-Centric and Community-Centric Fundraising Approaches to Invest in Equitable Programs and Services","authors":"Karina Stork","doi":"10.18666/jnel-2024-12561","DOIUrl":"https://doi.org/10.18666/jnel-2024-12561","url":null,"abstract":"Eva Huntington, Major Gifts Officer for the Urban Advancement Collective (UAC), has reached a turning point in her philanthropic career. The UAC is campaigning to build The Gathering Space, a community center based in the urban hub of Atlanta, Georgia. During many of Eva’s initial conversations with prospective donors, she has noticed a common motivation: What would a financial contribution do for her donors? How would their contributions be recognized? Where might their names be displayed? Eva’s prospects seem willing to donate, but she leaves each conversation feeling that their interest is “surface level” and results-based, rather than rooted in a true care for the disadvantaged youth The Gathering Space will serve. The first stage of UAC’s capital campaign leaves the Major Gifts Officer re-evaluating her fundraising strategies.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.2,"publicationDate":"2024-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141663806","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-09DOI: 10.18666/jnel-2024-12121
Tracy Daou, Tatiana Al Rahbany, Dayana Brome, Hady Naal, Alaa Merhi, Nour El Arnaout, Shadi Saleh
With increasing reliance being placed on the civil society sector to respond to rising population needs in the Middle East and North Africa (MENA) region, it is crucial to strengthen the capacity of workers in Non-Governmental Organizations (NGOs) to ensure localized, contextualized, and more effective responses. However, in the absence of systematic evaluation approaches to the capacity-building opportunities offered to NGO workers in the region, evidence on the most effective mode of delivery of these training opportunities remains scarce. We evaluated training courses implemented by the Non-Governmental Organizations Initiative at the American University of Beirut between July 2019 and November 2021 that aims to strengthen the internal capacities of NGOs in MENA, with a focus on comparing online synchronous versus in-person learning modalities. Through a mixed-methods approach, short-term and long-term data was collected from learners including knowledge assessments, course evaluations, and semi-structured interviews. A total of 383 learners participated in the training, 254 of which attended online and 129 attended in-person courses. While differences in knowledge and perceptions regarding the two modalities were relatively similar, in-person modality was preferred over online modality by virtue of it being perceived as being more engaging and more conducive for communication and networking. Details regarding the results covering strengths, challenges, and comparisons between both modalities are expanded on in the manuscript. This study highlights the overall prefer-ence of learners for in-person courses compared to online synchronous ones and highlights the need for research on identifying factors that could contribute to increased engagement in online synchronous learning along with strategies for adoption.
{"title":"Learning Modalities in MENAEvaluating the Non-Governmental Organizations Initiative","authors":"Tracy Daou, Tatiana Al Rahbany, Dayana Brome, Hady Naal, Alaa Merhi, Nour El Arnaout, Shadi Saleh","doi":"10.18666/jnel-2024-12121","DOIUrl":"https://doi.org/10.18666/jnel-2024-12121","url":null,"abstract":"With increasing reliance being placed on the civil society sector to respond to rising population needs in the Middle East and North Africa (MENA) region, it is crucial to strengthen the capacity of workers in Non-Governmental Organizations (NGOs) to ensure localized, contextualized, and more effective responses. However, in the absence of systematic evaluation approaches to the capacity-building opportunities offered to NGO workers in the region, evidence on the most effective mode of delivery of these training opportunities remains scarce. We evaluated training courses implemented by the Non-Governmental Organizations Initiative at the American University of Beirut between July 2019 and November 2021 that aims to strengthen the internal capacities of NGOs in MENA, with a focus on comparing online synchronous versus in-person learning modalities. Through a mixed-methods approach, short-term and long-term data was collected from learners including knowledge assessments, course evaluations, and semi-structured interviews. A total of 383 learners participated in the training, 254 of which attended online and 129 attended in-person courses. While differences in knowledge and perceptions regarding the two modalities were relatively similar, in-person modality was preferred over online modality by virtue of it being perceived as being more engaging and more conducive for communication and networking. Details regarding the results covering strengths, challenges, and comparisons between both modalities are expanded on in the manuscript. This study highlights the overall prefer-ence of learners for in-person courses compared to online synchronous ones and highlights the need for research on identifying factors that could contribute to increased engagement in online synchronous learning along with strategies for adoption.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.2,"publicationDate":"2024-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141663456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-07-09DOI: 10.18666/jnel-2024-11763
Sameena Azhar, Abigail M. Ross, E. Keller, John Weed, Gregory Acevedo
Noting the importance of food assistance programs to low income families in New York City (NYC), the research questions for the present study were: (1) What are the facilitators and barriers to social service utilization for food pantry clients in the South Bronx?, and (2) Does receiving food pantry services serve as a point of entry for social service utilization? We surveyed 218 food pantry clients at a community-based, social service organization based in the South Bronx. Our findings indicate that being aware of local social services was the strongest predictor for utilizing social services. Social service utilization was also predicted by high use of the food pantry (weekly or more); high levels of food insecurity, depressive symptoms; and the ability to communicate ef-fectively in English. Given rising inflation costs and the continued higher expenses as-sociated with food consumption in the United States generally and in NYC specifically, our findings suggest that food pantry sites in the South Bronx bear the potential to be vital entry points for social service referral and utilization, particularly for the screen-ing and assessment of depressive symptoms. Given these findings, nonprofit leaders and social service funders should prioritize capacity building of food pantries as sites for the delivery of health promotion interventions and social services.
{"title":"A Community-Based Participatory Research Approach to Identifying Facilitators and Barriers to Social Service Utilization for Food Pantry Clients in the South Bronx","authors":"Sameena Azhar, Abigail M. Ross, E. Keller, John Weed, Gregory Acevedo","doi":"10.18666/jnel-2024-11763","DOIUrl":"https://doi.org/10.18666/jnel-2024-11763","url":null,"abstract":"Noting the importance of food assistance programs to low income families in New York City (NYC), the research questions for the present study were: (1) What are the facilitators and barriers to social service utilization for food pantry clients in the South Bronx?, and (2) Does receiving food pantry services serve as a point of entry for social service utilization? We surveyed 218 food pantry clients at a community-based, social service organization based in the South Bronx. Our findings indicate that being aware of local social services was the strongest predictor for utilizing social services. Social service utilization was also predicted by high use of the food pantry (weekly or more); high levels of food insecurity, depressive symptoms; and the ability to communicate ef-fectively in English. Given rising inflation costs and the continued higher expenses as-sociated with food consumption in the United States generally and in NYC specifically, our findings suggest that food pantry sites in the South Bronx bear the potential to be vital entry points for social service referral and utilization, particularly for the screen-ing and assessment of depressive symptoms. Given these findings, nonprofit leaders and social service funders should prioritize capacity building of food pantries as sites for the delivery of health promotion interventions and social services.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.2,"publicationDate":"2024-07-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141665045","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.18666/jnel-2024-12386
Ruth Sessler Bernstein, Toni Aspin
This case study focuses on Cascade Public Media (CPM), a nonprofit whose mission is to inspire a smarter world through public broadcasting, which chose to deliberately change their organizational and board culture to be more equitable and inclusive. In this case, students and practitioners will learn the importance of adopting diversity, equity, and inclusion to better serve their audience and improve board and organizational performance. CPM, using careful and deliberate actions, was able to address systemic injustices and inequities within their board of directors. Over a multi-year period, the CPM board was able to build an accountability-driven strategic framework that brought an equity lens to all aspects of governance. We introduce two theoretical frameworks—Institutional Theory (Powell & DiMaggio, 1991) and Inclusive Interactions Framework (Bernstein et al., 2022)—as a means of highlighting the imperative of adopting actionable practices designed to transform board culture, power dynamics, policies, and structures to generate impactful results. The case is designed for undergraduates, graduates, and DEI and governance practitioners.
本案例研究的重点是 Cascade Public Media (CPM)，这是一家非营利组织，其使命是通过公共广播来激励人们建设一个更加智慧的世界。在这个案例中，学生和从业人员将了解到采用多元化、公平和包容的方式来更好地服务受众并提高董事会和组织绩效的重要性。CPM 通过谨慎而周密的行动，解决了董事会内部系统性的不公正和不平等问题。在多年的时间里，CPM 董事会建立了一个以问责制为导向的战略框架，将公平视角引入治理的方方面面。我们介绍了两个理论框架--制度理论（Powell & DiMaggio，1991 年）和包容性互动框架（Bernstein 等人，2022 年）--以此来强调采取可操作实践的必要性，这些实践旨在转变董事会文化、权力动态、政策和结构，从而产生有影响力的结果。本案例专为本科生、毕业生以及发展与创新（DEI）和治理实践者设计。
{"title":"Cascade Public Media","authors":"Ruth Sessler Bernstein, Toni Aspin","doi":"10.18666/jnel-2024-12386","DOIUrl":"https://doi.org/10.18666/jnel-2024-12386","url":null,"abstract":"This case study focuses on Cascade Public Media (CPM), a nonprofit whose mission is to inspire a smarter world through public broadcasting, which chose to deliberately change their organizational and board culture to be more equitable and inclusive. In this case, students and practitioners will learn the importance of adopting diversity, equity, and inclusion to better serve their audience and improve board and organizational performance. CPM, using careful and deliberate actions, was able to address systemic injustices and inequities within their board of directors. Over a multi-year period, the CPM board was able to build an accountability-driven strategic framework that brought an equity lens to all aspects of governance. We introduce two theoretical frameworks—Institutional Theory (Powell & DiMaggio, 1991) and Inclusive Interactions Framework (Bernstein et al., 2022)—as a means of highlighting the imperative of adopting actionable practices designed to transform board culture, power dynamics, policies, and structures to generate impactful results. The case is designed for undergraduates, graduates, and DEI and governance practitioners.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140796985","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.18666/jnel-2024-12373
Lizzie Dilg
Transitioning power in an organization can take many shapes and there are even more ways the process can go awry. If a transition of power lacks structure, information can be lost, and programs can suffer. At First Steps, a nonprofit organization that helps adults with disabilities navigate early adulthood, their recent leadership transition led to numerous problems within the organization. This case will explore the decisions the board members of First Steps made for their organization and the effects. The main themes of this case center on succession planning, organizational culture, and crucial decision-making. Students will analyze where the root of the issues began and consider the decisions of the board in each step.
组织中的权力交接可以有很多种形式，甚至有更多的方式会导致过程出现问题。如果权力交接缺乏条理，信息就会丢失，项目就会受到影响。First Steps 是一家非营利性组织，致力于帮助残疾成年人度过成年早期，他们最近的领导权交接导致组织内部出现了许多问题。本案例将探讨 First Steps 董事会成员为其组织做出的决定及其影响。本案例的主题集中在继任规划、组织文化和关键决策上。学生将分析问题的根源，并考虑董事会在每个步骤中的决策。
{"title":"Navigating Continuity: A Case Study on Nonprofit Leadership Transition","authors":"Lizzie Dilg","doi":"10.18666/jnel-2024-12373","DOIUrl":"https://doi.org/10.18666/jnel-2024-12373","url":null,"abstract":"Transitioning power in an organization can take many shapes and there are even more ways the process can go awry. If a transition of power lacks structure, information can be lost, and programs can suffer. At First Steps, a nonprofit organization that helps adults with disabilities navigate early adulthood, their recent leadership transition led to numerous problems within the organization. This case will explore the decisions the board members of First Steps made for their organization and the effects. The main themes of this case center on succession planning, organizational culture, and crucial decision-making. Students will analyze where the root of the issues began and consider the decisions of the board in each step.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140795291","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.18666/jnel-2024-12387
Judy Freiwirth
This case study elucidates the experiences of a mid-sized community-based nonprofit coalition whose mission is to address systemic racism and organize and advocate for racial justice. Following several years of operating as a fiscally sponsored coalition, their staff decided it was the opportune to establish themselves as an independent nonprofit with its own 501(c)(3) designation. This juncture presented a unique opportunity for the Coalition to design a governance model that was in alignment with their deep values of racial equity, shared leadership, democratic principles, nonhierarchal organizational structures, and the advancement of grassroots Black leadership, and the prioritization of individuals most adversely affected by systemic racism and oppression. This case study illustrates the Coalition’s transformational journey and the challenges encountered during the design process of their new governance model, based on the principles of the pioneering governance framework, Community Engagement Governance™ (Freiwirth, 2013).
{"title":"Reimagining Governance in a Racial Justice Coalition: A Case Study in Transforming Power","authors":"Judy Freiwirth","doi":"10.18666/jnel-2024-12387","DOIUrl":"https://doi.org/10.18666/jnel-2024-12387","url":null,"abstract":"This case study elucidates the experiences of a mid-sized community-based nonprofit coalition whose mission is to address systemic racism and organize and advocate for racial justice. Following several years of operating as a fiscally sponsored coalition, their staff decided it was the opportune to establish themselves as an independent nonprofit with its own 501(c)(3) designation. This juncture presented a unique opportunity for the Coalition to design a governance model that was in alignment with their deep values of racial equity, shared leadership, democratic principles, nonhierarchal organizational structures, and the advancement of grassroots Black leadership, and the prioritization of individuals most adversely affected by systemic racism and oppression. This case study illustrates the Coalition’s transformational journey and the challenges encountered during the design process of their new governance model, based on the principles of the pioneering governance framework, Community Engagement Governance™ (Freiwirth, 2013).","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140794855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.18666/jnel-2024-12385
R. Lassu, Haley O’Steen
The case study is about the 501(c)(3) nonprofit, the Make It Right Foundation (MIR), as it responded to Hurricane Katrina with Help and Harm between 2007-2022. The case focuses on the devastation of the Lower Ninth Ward of New Orleans, Louisiana, which impacted a disproportionate number of Black citizens already living below the poverty line before the hurricane destroyed their homes and community (i.e., Hurricane). Celebrity actor Brad Pitt led the foundation and promised to bring in renowned architects to build environmentally sustainable houses for the displaced residents (i.e., Help). The project garnered great media attention as Pitt provided his own donation and raised millions of dollars from fans and A-list celebrities. Unfortunately, the residents needed more than houses, but even those were not delivered. MIR’s board neglected to consider the likely racial inequity and other complex traumas already experienced by residents. Moreover, MIR’s inadequate aid, such as becoming completely unresponsive to requests for help, further compounded residents’ complex trauma (i.e., Harm). We apply the Trauma-Informed Approach (SAMHSA, 2014) to governance and examine the racial equity challenges of nonprofit board governance across time: before beginning work with constituents, during the execution of the nonprofit’s mission, and after problems arise. Furthermore, we introduce the “Resilience-Informed Leadership Approach” (RILA), which expands on the trauma-informed approach by recognizing the trauma of all those involved in the help process, recognizing survivors’ resilience, and including the possibility for posttraumatic growth. A multimedia instructor and trainer guide is provided with links to videos, statistics, and popular press articles to illustrate the case.
{"title":"Hurricane, Help, and Harm: Addressing Racial Inequity and Other Complex Trauma Using the “Resilience-Informed Leadership Approach” Across Time","authors":"R. Lassu, Haley O’Steen","doi":"10.18666/jnel-2024-12385","DOIUrl":"https://doi.org/10.18666/jnel-2024-12385","url":null,"abstract":"The case study is about the 501(c)(3) nonprofit, the Make It Right Foundation (MIR), as it responded to Hurricane Katrina with Help and Harm between 2007-2022. The case focuses on the devastation of the Lower Ninth Ward of New Orleans, Louisiana, which impacted a disproportionate number of Black citizens already living below the poverty line before the hurricane destroyed their homes and community (i.e., Hurricane). Celebrity actor Brad Pitt led the foundation and promised to bring in renowned architects to build environmentally sustainable houses for the displaced residents (i.e., Help). The project garnered great media attention as Pitt provided his own donation and raised millions of dollars from fans and A-list celebrities. Unfortunately, the residents needed more than houses, but even those were not delivered. MIR’s board neglected to consider the likely racial inequity and other complex traumas already experienced by residents. Moreover, MIR’s inadequate aid, such as becoming completely unresponsive to requests for help, further compounded residents’ complex trauma (i.e., Harm). We apply the Trauma-Informed Approach (SAMHSA, 2014) to governance and examine the racial equity challenges of nonprofit board governance across time: before beginning work with constituents, during the execution of the nonprofit’s mission, and after problems arise. Furthermore, we introduce the “Resilience-Informed Leadership Approach” (RILA), which expands on the trauma-informed approach by recognizing the trauma of all those involved in the help process, recognizing survivors’ resilience, and including the possibility for posttraumatic growth. A multimedia instructor and trainer guide is provided with links to videos, statistics, and popular press articles to illustrate the case.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140773099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.18666/jnel-2024-11920
Julia Tang, Janelle Gibson
Starting the Conversation (STC) began in 2016 as a mental health program created by a small grassroots organization in St. Louis, Missouri. In 2019, following success of the program, the organization incorporated as a nonprofit. By 2021, the organization was financially sound and positioned to grow, but its all-volunteer leaders were grappling with how to sustain the program, as they were being pulled in other directions. To save this important service, they proposed a merger with a large nonprofit: the Gateway Region YMCA (GRYMCA), an association of 24 YMCA branches across Missouri and Illinois. The GRYMCA’s leadership embraced the merger proposal because they saw a programmatic opportunity. Thereafter, the STC program became an integral part of the GRYMCA’s community-focused work. The journey to this win-win outcome has revealed important lessons that can help existing and would-be founders of small nonprofits, as well as leaders and managers of large established nonprofits.
{"title":"A Founder’s Story Taking a Social Program from Small Startup to Long-Term Sustainability","authors":"Julia Tang, Janelle Gibson","doi":"10.18666/jnel-2024-11920","DOIUrl":"https://doi.org/10.18666/jnel-2024-11920","url":null,"abstract":"Starting the Conversation (STC) began in 2016 as a mental health program created by a small grassroots organization in St. Louis, Missouri. In 2019, following success of the program, the organization incorporated as a nonprofit. By 2021, the organization was financially sound and positioned to grow, but its all-volunteer leaders were grappling with how to sustain the program, as they were being pulled in other directions. To save this important service, they proposed a merger with a large nonprofit: the Gateway Region YMCA (GRYMCA), an association of 24 YMCA branches across Missouri and Illinois. The GRYMCA’s leadership embraced the merger proposal because they saw a programmatic opportunity. Thereafter, the STC program became an integral part of the GRYMCA’s community-focused work. The journey to this win-win outcome has revealed important lessons that can help existing and would-be founders of small nonprofits, as well as leaders and managers of large established nonprofits.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140763614","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.18666/jnel-2024-12368
Carter Woolley
Food insecurity is a wicked problem perpetuated and reinforced by policy and consequently, nonprofit resources are allocated to advocating for policy that would lead to equitable food access. With small staffs, competitive grants, and limited funding, nonprofits run into the dilemma of: Is it more impactful to focus their mission on providing actual food or to work to address the issue through advocacy and policy. This case study will examine a nonprofit attempting to manage three large-scale programs —real-time food support, resource advising, and national advocacy for food justice—with limited resources and a close-minded board of directors.
{"title":"Managing Large-Scale Nonprofit Programs with Limited Resources","authors":"Carter Woolley","doi":"10.18666/jnel-2024-12368","DOIUrl":"https://doi.org/10.18666/jnel-2024-12368","url":null,"abstract":"Food insecurity is a wicked problem perpetuated and reinforced by policy and consequently, nonprofit resources are allocated to advocating for policy that would lead to equitable food access. With small staffs, competitive grants, and limited funding, nonprofits run into the dilemma of: Is it more impactful to focus their mission on providing actual food or to work to address the issue through advocacy and policy. This case study will examine a nonprofit attempting to manage three large-scale programs —real-time food support, resource advising, and national advocacy for food justice—with limited resources and a close-minded board of directors.","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":null,"pages":null},"PeriodicalIF":0.5,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140771124","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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