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Scholarly knowledge of organizational founding in the nonprofit sector has grown not from macro-level analyses but rather from the aggregation of in-depth and focused studies of particular geographical regions or service fields. Employing logistic regression techniques, this paper examines the formation of nonprofits in one key but overlooked site of the voluntary sector: workplace charity. Testing competing theories, the paper analyzes the effect of demand-side, supply-side, and community-level characteristics on the presence of rival federated fundraisers in the largest 123 MSAs in 2000. The results indicate that these nonprofit organizations are formed in large cities with a sizeable and stable nonprofit sector, regardless of ease of access to charitable contributions and the level of available funding.

Over the last twelve years, an innovative community engagement practice has immersed undergraduate students enrolled in a 300-level leadership course in adaptive leadership by giving them power to make progress on complex challenges at the local level. This unique partnership between a university, donors, and a local United Way, makes students equal partners in awarding and distributing up to $10,000 per year to local organizations seeking to meet a complex community need. Within a framework detailed in a Memorandum of Understanding established among the three partners, students create a request for proposals (RFP), distribute RFPs, review proposals, visit sites, and determine which priorities to fund that are in alignment with both the donors’ and United Way’s vision. The experience culminates in a formal recommendation to the United Way Board of Directors and the donors for approval and allocation of funds. Throughout the process, the President/ CEO of the United Way, the instructors of the course, and the donors mentor the students directly. A preliminary study exploring the student learning outcomes for past program participants found positive outcomes related to community involvement, teamwork, civic engagement, and critical thinking.

Explores a conceptual approach to understanding the processes of collaborative relationships. It is applied to a case study of non‐profit collaboration. It both uses it to understand the dynamics of collaboration among a group of four non‐profit agencies in Canada, which might otherwise have developed competitive relationships, and uses this case study to explore the utility of this conceptual model as an aid to the actual management of such collaboration by practising managers.

The purpose of this chapter is to highlight the issue of sex trafficking – internationally, in the United States, and particularly in Florida – and the needed services for victims to promote recovery and increase the likelihood of success in redefining themselves and creating a new life. The vast majority of victims are women and children, especially those from vulnerable popu­lations. While much attention has been given to addressing the needs of minors, few programs and services focus specifically on the needs of adult women. This chapter will feature the work of Selah Freedom, a national anti-sex trafficking organization headquartered in southwest Florida dedicated to serving women 18 and over. In particular, the emphasis will be on their long-term services, which offer a comprehensive approach to the treatment of trauma and rehabilitation and have proven successful in removing women from “the life.”

This chapter describes the Bornlearning ^® Academy (BLA), a school-based family engagement program predicated on the notion that families come to the table with knowledge and skills and can support children’s learning by building on what they are already doing. It takes place in a school building within the families’ school district, and it is a six-workshop series that utilizes materials available for free at bornlearning.org, a United Way Worldwide public engagement campaign. The goal of the BLA is to increase parents’/caregivers’ understanding of their role in the education process of their children and to facilitate familiarization and establishment of positive experiences with the school personnel and the school district for the children and their families. Survey data demonstrated that parents/caregivers from a range of backgrounds enjoyed and learned from various BLA workshops. Gains on content questions indicated the BLA attendees learned, and responses indicated that attendees both intended to use what they learned at the workshops in their own interactions with their children and actually followed through on those intentions.

In 2009, the Liberal government of Ontario released their first “streamlined” poverty reduction strategy to end child poverty in the province. The strategy was renewed in 2014, and an updated strategy was released in 2021 by the Conservative government of Ontario. Based on ongoing research, this chapter explores how these Poverty reduction strategies mobilize a historical conception of low-income urban environments as threats to child development. I show that, rather than end poverty, these conceptions are used to justify community revitalization efforts that displace low-income populations while prioritizing and benefiting private market investment. Central to these strategies is the figure of the child, who is constructed as innocent and vulnerable, requiring protection and saving from the perils of poverty by middle- and upper-class interventions. The chapter concludes by examining the neoliberal logic that continues to inform the 2021 strategy.

Explores the essence of strategic planning and the urgency for its implementation in the public school setting. Examines some critical elements for successful implementation of this relatively new field for education. Specific caveats are addressed that may lead to unsuccessful implementation. Also presents a brief review and critique of the strategic planning efforts of a Mid‐Western City School District in Texas so that the reader can see firsthand what some public schools in the United States are currently undertaking. Includes (in an Appendix) some of the parameters of the strategic plan that this school district wrote as a guide for itself.

Australia and Tasmania have together an area of three million square miles—taking round figures—40 per cent. lying within the tropic. Soil and climate render the continent capable of producing every kind of tropical, sub‐tropical and temperate fruit in abundance and full advantage has been taken of this fact. It has been said that Canada is the “wood yard” of the Empire, of Australia it may with equal truth be said that it is the orchard of the Empire. The three members of the Empire south of the equator all grow heavy fruit crops. New Zealand does not can its fruits. South Africa has a growing industry in fruit canning and exporting, but the Union is still a long way behind the Commonwealth in this respect. Nor is the capacity of the Commonwealth to produce sheep and oxen expressed ultimately in terms of mutton and beef less than its power in fruit production. Meat preserving began in 1846 in New South Wales, and tinned Australian mutton found a market in this country. Freezing and cold storage methods were developed so that in the early 'eighties frozen mutton and beef from Australia made its appearance on the British market. Frozen beef, however, is less liked over here than is chilled beef, so that Argentina is a serious and successful competitor with Australia on the British market in this respect, and it will continue to be so until the researches into the problem of how to transport beef, that has been chilled and not frozen, over a long distance and to land it in good condition on the English market has been satisfactorily solved by means of the investigations that are now taking place both in this country and in Australia. The total quantity of canned meat exported from Australia in 1930–1 amounted to 4½ million lbs., which is only a very small proportion of the meat that is exported in the frozen state.

Chief Scout executive Jere Ratcliffe is leading America's premier youth organization through its first long‐range plan.

The aim of this paper is to demonstrate the application and usefulness of quality function deployment (QFD) in large‐scale system redesign, such as the system of social services serving a large urban municipality. Over the past ten years, the author has experimented in applying QFD to the problem of large‐scale social system redesign. With each application, lessons have been learned that have increased the usefulness of the technique. The paper concludes with a case study detailing the most recent application of QFD in the redesign of services to the deaf and hard of hearing to highlight the how the technique is currently being applied. Traditional tools and approaches used to support large‐scale system redesign, such as program evaluation, become stretched beyond their capacity when applied to complex systems. QFD has proved itself capable of handling this complexity, effectively supporting the redesign of these complex systems. It has further demonstrated its usefulness as a framework within which traditional tools may regain their relevance. Governments, social agencies, not for profit agencies, like other organizations, are all seeking to do more with less. Recently, these efforts have emphasized taking a systemic approach – moving away from the evaluation of a single agency or program to evaluating how the combination of agencies and programs (the system) work together to achieve social outcomes. The ability of QFD to handle the complexity of such a task makes it the ideal approach to addressing these types of problems. The application of QFD to the redesign of complex social systems indicates it may prove equally useful to applications in related fields including organizational design and community planning.