Browsing by Subject "Nonprofit sector"

Now showing 1 - 4 of 4
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    Expectations and Experiences of Young Nonprofit Employees: Toward a Typology
    (2011-07) Walk, Marlene
    Nonprofit organizational performance depends heavily on the work experiences and job satisfaction of the employees. Pressures to be more competitive in a diverse market of social services and health care providers, however, often drift the organizational attention away from the workforce. This exploratory analysis focuses on employees who have been recruited to entry-­‐level positions (jobs for university graduate students that require no or only little prior experience) in German Free Welfare Associations (FWAs). Through qualitative interviews with 28 employees, aged 23 to 35, their expectations, work experiences and consequent levels of job satisfaction have been studied and analyzed. Findings show that their initial expectations of working in FWAs often do not match the reality of the workplace. A typology of young employees is advanced that will enable FWAs to achieve a better fit between the employees’ personal needs and the organizational setting.
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    Giving in Florida
    (IU Lilly Family School of Philanthropy, 2022-03) Osili, Una O.; Pruitt, Anna; Bergdoll, Jonathan; Kou, Xiaonan; Daniels, Diantha; Davis Kalugyer, Adriene
    Giving in Florida aims to increase the understanding of philanthropy and provide the region’s nonprofit sector, donors, and policy makers with valuable research allowing them to understand the motives and incentives behind individuals’ charitable giving behavior. The study also provides analysis of how giving and volunteering patterns change with different donor demographics with the goal of encouraging the nonprofit sector to better connect with a wider range of donors.
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    Giving in Florida [Infographic]
    (IU Lilly Family School of Philanthropy, 2022-03) IU Lilly Family School of Philanthropy
    Giving in Florida provides an in-depth examination of the charitable giving patterns, priorities, and attitudes of Florida households. The report serves as a benchmark of Florida’s philanthropic climate and can help educate donors, nonprofit leaders and board members how best to reach their constituents.
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    Independent Sector: Preserving the Status Quo?
    (De Gruyter, 2021) Williams, Andrew L.; Doan, Dana R. H.; Lilly Family School of Philanthropy
    In October of 1978, a committee met to explore the possibility of a merger between the National Council on Philanthropy (NCOP) and the Coalition of National Voluntary Organizations (CONVO). The vision was more than the mere marriage of two small organizations facing uncertain futures. Participants in this endeavor dreamed of an entity that would represent the entire nonprofit sector. The organization they birthed in 1979, Independent Sector (IS), was a meaningful step forward in unifying the sector. The IS board represented a broad range of sub-sectors and causes and also made strides in gender and, to a lesser extent, racial and religious diversity. Yet, there was an inherent tension in the project. Yes, it was true that people did not want to “interfere with pluralism” but they also wanted “a strong voice” to champion the sector—those involved called this dilemma a “persistent contradiction.” The tension was resolved in favor of the concerns of the powerful national non-profit institutions and foundations: tax policy, government relations, and sector advocacy. That is, the umbrella organization acted principally to preserve the sector, as constituted, and had little appetite for structural reform or discussion of competing notions of “the good” within the sector. Critics pointed to the exclusion of local organizations fighting issues that challenged societal injustice and inequitable distribution of power and resources. To them, and in retrospect to the authors of this paper, greater sector “unity” entailed consolidation of traditional power and continued marginalization of communities already on the periphery. Though four decades have passed, the same tension remains in the philanthropic sector. Contest and division between various interests and constituencies is as evident now as it was then. Enthusiastic support for the advancement of public goods often over-shadows issues of power—including the ability to impose one’s own definition of the public good on others. This critique has been leveled forcefully in recent years. Is it possible or even desirable to seek greater unity for the public good? Whose voices are privileged in the quest for greater sectoral unity? These are the questions this paper aspires to provoke and inform by examining the founding of the first major nonprofit sector association in the United States.