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Your search for all content returned 3,479 results

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  • The Nonprofit Organization UniverseGo to chapter: The Nonprofit Organization Universe

    The Nonprofit Organization Universe

    Chapter

    This chapter provides an overview of the nonprofit organization in the United States, the main characteristics of nonprofit organizations, and the reality of the nonprofit sector today. It describes the differences between a nonprofit and a for-profit corporation. Nonprofit organizations have existed for many centuries, especially through religious groups or religious-based activities. The nongovernmental sector is growing throughout the world. Increasingly, these organizations are playing key roles in the economic and social contexts of their countries. Unlike private-sector organizations concerned primarily with making a profit, nonprofit organizations are focused on carrying out a specific public-service mission. Successful nonprofit organizations require substantial capability in key areas of management: developing strong boards of directors, recruiting and motivating talented staff and volunteers, creating plans to focus resources on relevant goals and innovative programs, winning the support of diverse stakeholders, raising funds, and wisely managing fiscal and human resources.

    Source:
    Financial Sustainability for Nonprofit Organizations
  • Service Delivery and Financial SustainabilityGo to chapter: Service Delivery and Financial Sustainability

    Service Delivery and Financial Sustainability

    Chapter
    Source:
    Financial Sustainability for Nonprofit Organizations
  • Restorative Justice as a Social MovementGo to chapter: Restorative Justice as a Social Movement

    Restorative Justice as a Social Movement

    Chapter

    This chapter presents an overview of the restorative justice movement in the twenty-first century. Restorative justice, on the other hand, offers a very different way of understanding and responding to crime. Instead of viewing the state as the primary victim of criminal acts and placing victims, offenders, and the community in passive roles, restorative justice recognizes crime as being directed against individual people. The values of restorative justice are also deeply rooted in the ancient principles of Judeo-Christian culture. A small and scattered group of community activists, justice system personnel, and a few scholars began to advocate, often independently of each other, for the implementation of restorative justice principles and a practice called victim-offender reconciliation (VORP) during the mid to late 1970s. Some proponents are hopeful that a restorative justice framework can be used to foster systemic change. Facilitation of restorative justice dialogues rests on the use of humanistic mediation.

    Source:
    Restorative Justice Dialogue: An Essential Guide for Research and Practice
  • Emerging Areas of PracticeGo to chapter: Emerging Areas of Practice

    Emerging Areas of Practice

    Chapter
    Source:
    Restorative Justice Dialogue: An Essential Guide for Research and Practice
  • The Emerging Market for Nonprofit Control: Business Model ImplicationsGo to chapter: The Emerging Market for Nonprofit Control: Business Model Implications

    The Emerging Market for Nonprofit Control: Business Model Implications

    Chapter

    This chapter discusses both successes and failures in affiliation and collaboration techniques among nonprofits, including details on what the parties involved found to be the most valuable or most problematic aspects of the affiliations. It explores an overview of what has been and is versus what could be in the business models for both the nonprofit and the for-profit sectors, with the aim of shaking things up in the nonprofit world’s business-as-usual model. Clearly, a new business model is needed for the new paradigm, one that enables nonprofit organizations to adapt to the industry’s greater demands and the emerging market for corporate control without sacrificing core values. Capitalizing on the opportunities presented by the new human service paradigm will require nonprofit providers to adopt a new business model that is both capable of pursuing traditional consolidation strategies and supported by innovative organizational and financial designs.

    Source:
    Partnerships for Health and Human Service Nonprofits: From Collaborations to Mergers
  • Administrative Consolidations, Administrative Services Organizations, and Joint ProgrammingGo to chapter: Administrative Consolidations, Administrative Services Organizations, and Joint Programming

    Administrative Consolidations, Administrative Services Organizations, and Joint Programming

    Chapter

    This chapter focuses on a series of case studies and best practices for partnerships that discuss in detail the provision of back-office support for nonprofit partners. Public Health Management Corporation (PHMC) is a nonprofit public health institute that creates and sustains healthier communities using best practices to improve community health through direct service, partnership, innovation, policy, research, technical assistance, and a prepared work force. Traditional back-office services are usually designed to address many of the challenges of today’s changing nonprofit environment. Services depend on the level of organizational need and affordability, but are usually identified through a comprehensive organizational assessment of the nonprofit client. The Urban Affairs Coalition (UAC) is a Philadelphia-based nonprofit that was founded in 1969 following a historic meeting between the city’s business and community leaders. Most nonprofits never rise to the scale of having a full internal administrative staff and purchased equipment.

    Source:
    Partnerships for Health and Human Service Nonprofits: From Collaborations to Mergers
  • Merger Case StudiesGo to chapter: Merger Case Studies

    Merger Case Studies

    Chapter

    For nonprofit agencies, there are generally two ways of growing: organically, which takes longer and is more detailed, or through strategic partnerships with other nonprofits. This chapter focuses on a wide range of strategic partnerships. Few nonprofits in the sector, other than hospitals and insurers, enter into strategic partnerships, and far fewer merge or affiliate with other nonprofits. The Public Health Management Corporation (PHMC), however, is one of the rare nonprofit health and human service organizations that has been engaged in mergers and affiliations in the past 20 years. Environmental factors such as increased organizational competition or decreased foundation or donor funding encourage nonprofits to contemplate mergers. Nonprofit mergers provide a variety of benefits including the opportunity for expanded social impact. Merged nonprofits can roll together annual audits, combine insurance programs, and consolidate staffs and boards. Mergers and affiliations are one way that organizations are attempting to temper competition.

    Source:
    Partnerships for Health and Human Service Nonprofits: From Collaborations to Mergers
  • Sexual Teen Dating Violence Victimization: Associations With Sexual Risk Behaviors Among U.S. High School StudentsGo to article: Sexual Teen Dating Violence Victimization: Associations With Sexual Risk Behaviors Among U.S. High School Students

    Sexual Teen Dating Violence Victimization: Associations With Sexual Risk Behaviors Among U.S. High School Students

    Article

    Adolescent dating violence may lead to adverse health behaviors. We examined associations between sexual teen dating violence victimization (TDVV) and sexual risk behaviors among U.S. high school students using 2013 and 2015 National Youth Risk Behavior Survey data (combined n = 29,346). Sex-stratified logistic regression models were used to estimate these associations among students who had dated or gone out with someone during the past 12 months (n = 20,093). Among these students, 10.5% experienced sexual TDVV. Sexual TDVV was positively associated with sexual intercourse before age 13, four or more lifetime sexual partners, current sexual activity, alcohol or drug use before last sexual intercourse, and no pregnancy prevention during last sexual intercourse. Given significant findings among both sexes, it is valuable for dating violence prevention efforts to target both female and male students.

    Source:
    Violence and Victims
  • Critical Thinking, Evidence-Based Practice, and Cognitive Behavior TherapyGo to chapter: Critical Thinking, Evidence-Based Practice, and Cognitive Behavior Therapy

    Critical Thinking, Evidence-Based Practice, and Cognitive Behavior Therapy

    Chapter
    Source:
    Cognitive Behavior Therapy in Clinical Social Work Practice
  • The Use of Metaphorical Fables With ChildrenGo to chapter: The Use of Metaphorical Fables With Children

    The Use of Metaphorical Fables With Children

    Chapter
    Source:
    Cognitive Behavior Therapy in Clinical Social Work Practice

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