Browsing by Author "Horning, Cherilyn"

Now showing 1 - 5 of 5
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    Building & Maintaining Cooperative Relationships Between Community Foundations and United Way
    (2021-07-31) Paarlberg, Laurie E.; LaPere-Schloop, Megan; Horning, Cherilyn
    This project explores how relationships are formed and maintained by local philanthropic leaders. Our research team at the Lilly Family School of Philanthropy and the John Glenn College of Public Affairs at The Ohio State University has conducted studies of local partnerships between United Way and community foundations in 8 communities. This report represents the findings in these collaborative partnerships.
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    The Landscape of Community Philanthropy
    (2020-08) Paarlberg, Laurie; LePere-Schloop, Megan; Horning, Cherilyn
    Community philanthropic organizations, those organizations like United Ways and community foundations, have traditionally played important roles by raising and distribute resources within a specific geographic place, increasingly play important roles in planning for and funding local public service delivery. Over the last two decades, the field of community philanthropy has experienced many shifts. Changing donor expectations, increased competition from other nonprofits and commercial funds, economic restructuring and demographic shifts have all pushed local United Ways and community foundations to rethink their roles and their business models. These changes also affect relationships between organizations. This report summarizes the roles that United Ways and community foundations play in their local communities, their perceptions of the changes going on in the world around them and their perceptions of their relationships with each other.
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    The Landscape of Community Philanthropy: Navigating Relationships between local United Ways and Community Foundations
    (2020-09) Paarlberg, Laurie E.; LePere-Schloop, Megan; Horning, Cherilyn; Ai, Jin
    Community philanthropic organizations, those organizations like United Ways and community foundations, have traditionally played important roles by raising and distribute resources within a specific geographic place, increasingly play important roles in planning for and funding local public service delivery. Over the last two decades, the field of community philanthropy has experienced many shifts. Changing donor expectations, increased competition from other nonprofits and commercial funds, economic restructuring and demographic shifts have all pushed local United Ways and community foundations to rethink their roles and their business models. These changes also affect relationships between organizations. This report summarizes the roles that United Ways and community foundations play in their local communities, their perceptions of the changes going on in the world around them and their perceptions of their relationships with each other.
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    The Path to Community Leadership
    (2021-01) Paarlberg, Laurie; Walk, Marlene; Horning, Cherilyn
    Since 2005, community foundations across the country have been encouraged to respond to changes in their local communities by taking on new roles—roles that encourage community foundations to be “leaders” on community issues. This project explores the process by which six community foundations moved down the path to community leadership. The community foundations we studied are in three states and range in size from less than $20 million in assets to $400 million in assets. While these organizations are not the largest community foundations in the country, they are well established. Through interviews with organizational leaders, we learned that each path to community leadership is unique and builds upon local resources and capacities.
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    Understanding Cooperation in the Face of Competition: Coopetitive Dynamics Between Community Foundations and Local United Ways
    (2021-06-01) Ai, Jin; Cat-Turner, Lindsay; Horning, Cherilyn; Paarlberg, Laurie E.
    This study examines “coopetitive” relationships between community foundations and local United Ways, relationships that combine both cooperative and competitive elements. Although business management literature has widely recognized that interorganizational relationships often are not purely cooperative or competitive, coopetitive relationships have received less attention in nonprofit research. We use a mixed methods approach to explore the concept of nonprofit coopetition. Drawing upon quantitative survey data and qualitative interviews from eight communities, we examine the existence and conditions in which coopetitive relationships are developed and maintained.