Pub Date : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-8840
William Towey, Ruth Bertstein
studies course can create a compelling environment for the achievement of many elements of service learning. In this case study, students are paired with local nonprofit organizations in a service-learning structure to collaboratively produce work products that improve the nonprofit’s ability to create grant proposals. The service-learning partnership provides real-life experience for students while increasing the capacity of the nonprofits. These activities allow students and their paired organizations to go beyond theory and engage in the practice of developing together the key elements of grant writing—a successful articulation of the nonprofit’s operations, value propositions, messaging, and community impact. Subscribe to JNEL
{"title":"Incorporating Community Grant Writing as a Service Learning Project in a Nonprofit Studies Course: A Case Study","authors":"William Towey, Ruth Bertstein","doi":"10.18666/JNEL-2019-V9-I3-8840","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-8840","url":null,"abstract":"studies course can create a compelling environment for the achievement of many elements of service learning. In this case study, students are paired with local nonprofit organizations in a service-learning structure to collaboratively produce work products that improve the nonprofit’s ability to create grant proposals. The service-learning partnership provides real-life experience for students while increasing the capacity of the nonprofits. These activities allow students and their paired organizations to go beyond theory and engage in the practice of developing together the key elements of grant writing—a successful articulation of the nonprofit’s operations, value propositions, messaging, and community impact. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"1 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81230493","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 : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-10015
Michelle Woodell
This article discusses an innovative research-to-practice project completed by a team of graduate students studying nonprofit management. Five years after the completion of Detroit’s Grand Bargain, the public–private solution that helped save the City of Detroit from bankruptcy, this project examined the philanthropic, governmental, and civic actors who enacted this solution through the lens of nine theories and frameworks. Students prepared a series of research essays discussing the ways individual and organizational actors influenced the outcome of this unprecedented intervention into a municipal bankruptcy. Subscribe to JNEL
{"title":"Social Innovation in Action: Informing the Practice of Philanthropy","authors":"Michelle Woodell","doi":"10.18666/JNEL-2019-V9-I3-10015","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-10015","url":null,"abstract":"This article discusses an innovative research-to-practice project completed by a team of graduate students studying nonprofit management. Five years after the completion of Detroit’s Grand Bargain, the public–private solution that helped save the City of Detroit from bankruptcy, this project examined the philanthropic, governmental, and civic actors who enacted this solution through the lens of nine theories and frameworks. Students prepared a series of research essays discussing the ways individual and organizational actors influenced the outcome of this unprecedented intervention into a municipal bankruptcy. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"46 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86766785","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 : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-10016
George E. Mccully
Information technology and now especially “artificial intelligence” (AI) are transforming so many fields that it is probable we are living in one of the great Ages of Paradigm Shifts, comparable for example to that of the early modern period—from the Renaissance, Reformation, Scientific Revolution, and 17th Century Absolutism, to the Enlightenment—all empowered by Gutenberg’s IT revolution of printing with movable type. This time the pace and scope of change have dramatically quickened and spread, owing to the technology’s increasing power; whereas previous momentous shifts took centuries to be resolved, ours is taking only decades, and is global, though still without clear denouement. It is massive, inexorable, and inevitable. Subscribe to JNEL
{"title":"Research and Practice in \"Nonprofits\" and Philanthropy: An Overview","authors":"George E. Mccully","doi":"10.18666/JNEL-2019-V9-I3-10016","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-10016","url":null,"abstract":"Information technology and now especially “artificial intelligence” (AI) are transforming so many fields that it is probable we are living in one of the great Ages of Paradigm Shifts, comparable for example to that of the early modern period—from the Renaissance, Reformation, Scientific Revolution, and 17th Century Absolutism, to the Enlightenment—all empowered by Gutenberg’s IT revolution of printing with movable type. This time the pace and scope of change have dramatically quickened and spread, owing to the technology’s increasing power; whereas previous momentous shifts took centuries to be resolved, ours is taking only decades, and is global, though still without clear denouement. It is massive, inexorable, and inevitable. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"66 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86969052","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 : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-9544
P. Desrosiers, Suk-hee Kim
This case study highlights the academic-nonprofit practice partnership between one social work faculty member and the director of a local domestic violence shelter. Initiated by the academic researcher in 2017, the resultant research project has informed the local domestic violence shelter's plan of services, supported funding requests for both current and new services, and provided the academic partner with an additional potential statewide research project partner. Outcomes to date include a report to the shelter board of directors, a statewide research presentation, and a local poster presentation. The process of developing the collaborative partnership as well as the lessons learned throughout will be discussed. Subscribe to JNEL
{"title":"Academics and Nonprofits: Collaborative Partnering for Evidence-Informed Practice","authors":"P. Desrosiers, Suk-hee Kim","doi":"10.18666/JNEL-2019-V9-I3-9544","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-9544","url":null,"abstract":"This case study highlights the academic-nonprofit practice partnership between one social work faculty member and the director of a local domestic violence shelter. Initiated by the academic researcher in 2017, the resultant research project has informed the local domestic violence shelter's plan of services, supported funding requests for both current and new services, and provided the academic partner with an additional potential statewide research project partner. Outcomes to date include a report to the shelter board of directors, a statewide research presentation, and a local poster presentation. The process of developing the collaborative partnership as well as the lessons learned throughout will be discussed. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"137 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81732047","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 : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-9652
S. Mendel
Collaborative, Participatory, and Empowerment Evaluation: Stakeholder Involvement Approaches By: David M. Fetterman, Liliana Rodriguez-Campos, Ann P. Zukoski, and Contributors The Guilford Press (2018) Reviewed by: Stuart C. Mendel Nonprofit Academic Centers Council National Center on Nonprofit Enterprise Subscribe to JNEL
合作、参与和授权评估:利益相关者参与方法作者:David M. Fetterman, Liliana Rodriguez-Campos, Ann P. Zukoski和撰稿人吉尔福德出版社(2018)由Stuart C. Mendel非营利学术中心理事会国家非营利企业中心订阅JNEL审查
{"title":"Collaborative, Participatory, and Empowerment Evaluation: Stakeholder Involvement Approaches","authors":"S. Mendel","doi":"10.18666/JNEL-2019-V9-I3-9652","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-9652","url":null,"abstract":"Collaborative, Participatory, and Empowerment Evaluation: Stakeholder Involvement Approaches By: David M. Fetterman, Liliana Rodriguez-Campos, Ann P. Zukoski, and Contributors The Guilford Press (2018) Reviewed by: Stuart C. Mendel Nonprofit Academic Centers Council National Center on Nonprofit Enterprise Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"98 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"74563744","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 : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-10014
Mary Beth Dunkenberger, Elizabeth Allen, Liz Weaver, Shalom Black
Over the past few decades, Loudoun County, Virginia, has experienced dramatic economic and population growth and diversification. Though one of the wealthiest localities in the nation, the county has faced challenges in meeting the demands for increased human services associated with the county’s rapid development and growth. In 2016–2017 and within this dynamic and challenging context, the county partnered with the Virginia Tech Institute of Policy and Governance to conduct a needs assessment to identify service, resource, and funding gaps and to develop recommendations to improve the ability of Loudoun nonprofits and public agencies to meet existing and emerging resident needs. The academic, local government, and nonprofit engagement resulted in targeted strategies and served as a mechanism to move the cross-sector relationship toward increased sustained collaboration. This case study provides an overview of the academic research, the assessment process and results, and the marked achievements and challenges of the process. Subscribe to JNEL
{"title":"Evaluating and Informing the Local Government–Nonprofit Relationship: Cross-Sector Partnerships in Loudoun County, Virginia","authors":"Mary Beth Dunkenberger, Elizabeth Allen, Liz Weaver, Shalom Black","doi":"10.18666/JNEL-2019-V9-I3-10014","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-10014","url":null,"abstract":"Over the past few decades, Loudoun County, Virginia, has experienced dramatic economic and population growth and diversification. Though one of the wealthiest localities in the nation, the county has faced challenges in meeting the demands for increased human services associated with the county’s rapid development and growth. In 2016–2017 and within this dynamic and challenging context, the county partnered with the Virginia Tech Institute of Policy and Governance to conduct a needs assessment to identify service, resource, and funding gaps and to develop recommendations to improve the ability of Loudoun nonprofits and public agencies to meet existing and emerging resident needs. The academic, local government, and nonprofit engagement resulted in targeted strategies and served as a mechanism to move the cross-sector relationship toward increased sustained collaboration. This case study provides an overview of the academic research, the assessment process and results, and the marked achievements and challenges of the process. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"34 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80546862","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 : 2019-07-08DOI: 10.18666/JNEL-2019-V9-I3-8895
Melissa A. Mathews
This article presents the results of a study examining dyadic leadership role perceptions of board chairs and executive directors of community-based nonprofit organizations. The research was structured as a multiple case study analysis involving 17 single cases of 34 board chair and executive director pairs. This study was informed by role theory, which is relevant to inquiry concerned with board chairs’ and executive directors’ interpretations of their leadership roles within dyads. The findings of this study reveal new dimensions regarding board chair and executive director leadership role perceptions within dyads and advance an understanding of inter-dyadic dynamics. This research also underscores the complexity of nonprofit leadership with potential influences of individual characteristics on board chair and executive director dyadic leadership role perceptions. Subscribe to JNEL
{"title":"Betwixt and Between the Board Chair and Executive Director Dyadic Leadership Role Perceptions Within Nonprofit Organizations","authors":"Melissa A. Mathews","doi":"10.18666/JNEL-2019-V9-I3-8895","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I3-8895","url":null,"abstract":"This article presents the results of a study examining dyadic leadership role perceptions of board chairs and executive directors of community-based nonprofit organizations. The research was structured as a multiple case study analysis involving 17 single cases of 34 board chair and executive director pairs. This study was informed by role theory, which is relevant to inquiry concerned with board chairs’ and executive directors’ interpretations of their leadership roles within dyads. The findings of this study reveal new dimensions regarding board chair and executive director leadership role perceptions within dyads and advance an understanding of inter-dyadic dynamics. This research also underscores the complexity of nonprofit leadership with potential influences of individual characteristics on board chair and executive director dyadic leadership role perceptions. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"49 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91134842","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 : 2019-03-14DOI: 10.18666/JNEL-2019-V9-I2-9740
S. Berzin, Tiziana C. Dearing
Universities often look to create deep partnerships with nonprofit organizations in their local communities. These collaborations serve the combined purpose of providing opportunities for research and education around the nonprofit setting and of enhancing community capacity. This case presents the successful partnership of the United Way of Massachusetts Bay and Merrimack Valley and the Boston College School of Social Work. The collaboration, called IF: Innovating With Families, was based in a co-located space within the United Way offices and developed a multifaceted approach of supporting research, teaching, and practice. Activities included student internships, a nonprofit innovation leadership series, a community innovation competition, a nonprofit accelerator, and several research projects. This case study, appropriate for students who are preparing to work in the nonprofit sector and for faculty and practitioners who are looking to build successful university-community partnerships, presents best practices and recommendations from this experience. Implications for practice and the classroom are discussed. Subscribe to JNEL
{"title":"Building Capacity for Innovation: The Case of an Academic–Nonprofit Partnership","authors":"S. Berzin, Tiziana C. Dearing","doi":"10.18666/JNEL-2019-V9-I2-9740","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I2-9740","url":null,"abstract":"Universities often look to create deep partnerships with nonprofit organizations in their local communities. These collaborations serve the combined purpose of providing opportunities for research and education around the nonprofit setting and of enhancing community capacity. This case presents the successful partnership of the United Way of Massachusetts Bay and Merrimack Valley and the Boston College School of Social Work. The collaboration, called IF: Innovating With Families, was based in a co-located space within the United Way offices and developed a multifaceted approach of supporting research, teaching, and practice. Activities included student internships, a nonprofit innovation leadership series, a community innovation competition, a nonprofit accelerator, and several research projects. This case study, appropriate for students who are preparing to work in the nonprofit sector and for faculty and practitioners who are looking to build successful university-community partnerships, presents best practices and recommendations from this experience. Implications for practice and the classroom are discussed. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"27 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85142327","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 : 2019-03-14DOI: 10.18666/JNEL-2019-V9-I2-8515
J. Jones
{"title":"Book Review: Talent Development in Nonprofit Organizations: Putting People First in Social Change Organizations by Heather L. Carpenter and Tera Wozniak Qualls","authors":"J. Jones","doi":"10.18666/JNEL-2019-V9-I2-8515","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I2-8515","url":null,"abstract":"","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"54 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80404629","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 : 2019-03-14DOI: 10.18666/JNEL-2019-V9-I2-9741
Aya Okada, Yukio Ishida, M. Yamamoto
How can we best create synergic relationships between academics and practitioners? This article documents and analyzes an ongoing research project on effective social media tactics for successful fundraising in Japan. Academic–practitioner collaboration in this context has not flourished to its full extent. Reflecting on our experience, we identify lessons learned for productive relationships between research and practice: proactively seeking interactive opportunities, exploring mutual strengths to bridge the gaps in mindset and perceptions, and understanding nonprofits’ level of readiness to share data and information. For the achievement of productive relationships between academics and practitioners, the article calls for emphasis on joint knowledge creation, wherein new ideas and insights are developed in collaboration, rather than unidirectional transfer, sharing, or diffusion of knowledge and experience. Subscribe to JNEL
{"title":"In Search of an Optimal Intersection: Reflections on Academic–Practitioner Collaboration in Japan","authors":"Aya Okada, Yukio Ishida, M. Yamamoto","doi":"10.18666/JNEL-2019-V9-I2-9741","DOIUrl":"https://doi.org/10.18666/JNEL-2019-V9-I2-9741","url":null,"abstract":"How can we best create synergic relationships between academics and practitioners? This article documents and analyzes an ongoing research project on effective social media tactics for successful fundraising in Japan. Academic–practitioner collaboration in this context has not flourished to its full extent. Reflecting on our experience, we identify lessons learned for productive relationships between research and practice: proactively seeking interactive opportunities, exploring mutual strengths to bridge the gaps in mindset and perceptions, and understanding nonprofits’ level of readiness to share data and information. For the achievement of productive relationships between academics and practitioners, the article calls for emphasis on joint knowledge creation, wherein new ideas and insights are developed in collaboration, rather than unidirectional transfer, sharing, or diffusion of knowledge and experience. Subscribe to JNEL","PeriodicalId":43170,"journal":{"name":"Journal of Nonprofit Education and Leadership","volume":"5 1","pages":""},"PeriodicalIF":0.5,"publicationDate":"2019-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75679662","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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