Home About us Contact
|
Home About us Contact | ||
|
|
||
Nonprofits
Terms modified by Nonprofits Selected AbstractsMANAGEMENT PAY, GOVERNANCE AND PERFORMANCE: THE CASE OF LARGE UK NONPROFITSFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 4 2006Gregory O. Jobome First page of article [source] A National Study of Efficiency for Dialysis Centers: An Examination of Market Competition and Facility Characteristics for Production of Multiple Dialysis OutputsHEALTH SERVICES RESEARCH, Issue 3 2002Hacer Ozgen Objective. To examine market competition and facility characteristics that can be related to technical efficiency in the production of multiple dialysis outputs from the perspective of the industrial organization model. Study Setting. Freestanding dialysis facilities that operated in 1997 submitted cost report forms to the Health Care Financing Administration (HCFA), and offered all three outputs,outpatient dialysis, dialysis training, and home program dialysis. Data Sources. The Independent Renal Facility Cost Report Data file (IRFCRD) from HCFA was utilized to obtain information on output and input variables and market and facility features for 791 multiple-output facilities. Information regarding population characteristics was obtained from the Area Resources File. Study Design. Cross-sectional data for the year 1997 were utilized to obtain facility-specific technical efficiency scores estimated through Data Envelopment Analysis (DEA). A binary variable of efficiency status was then regressed against its market and facility characteristics and control factors in a multivariate logistic regression analysis. Principal Findings. The majority of the facilities in the sample are functioning technically inefficiently. Neither the intensity of market competition nor a policy of dialyzer reuse has a significant effect on the facilities' efficiency. Technical efficiency is significantly associated, however, with type of ownership, with the interaction between the market concentration of for-profits and ownership type, and with affiliations with chains of different sizes. Nonprofit and government-owned facilities are more likely than their for-profit counterparts to become inefficient producers of renal dialysis outputs. On the other hand, that relationship between ownership form and efficiency is reversed as the market concentration of for-profits in a given market increases. Facilities that are members of large chains are more likely to be technically inefficient. Conclusions. Facilities do not appear to benefit from joint production of a variety of dialysis outputs, which may explain the ongoing tendency toward single-output production. Ownership form does make a positive difference in production efficiency, but only in local markets where competition exists between nonprofit and for-profit facilities. The increasing inefficiency associated with membership in large chains suggests that the growing consolidation in the dialysis industry may not, in fact, be the strategy for attaining more technical efficiency in the production of multiple dialysis outputs. [source] Nonprofit versus corporate governance: An economic approachNONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2008Gerhard Speckbacher This article proposes a new theoretical concept of nonprofit governance using transaction cost economics and the economic theory of contracts. After a short review of economic approaches to corporate governance, I clarify the specific nature of the governance problem in nonprofit organizations. Based on this analysis, I derive criteria for selecting an organization's relevant stakeholders. If stakeholders provide valuable specific resources without the protection of a comprehensive contract that details exactly how the organization is to use these resources, then such stakeholders seek decision and control rights in order to direct the use of the resources they have provided. I argue that the core problem of governance is how to enhance valuable specific contributions of the relevant stakeholders while keeping the costs of bargaining between stakeholders and the costs of collective decision making low. The theory developed is then applied in a discussion of practically relevant governance mechanisms, and the concept of governance is used to contribute to the discussion on the strengths and weaknesses of the nonprofit character of organizations from a governance perspective. [source] Reinventing a Large Nonprofit: Lessons from Four Voluntary Health AssociationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2001Anne P. Standley This article describes attempts by four voluntary health associations to obtain their member organizations' consent to an emphasis on national rather than local goals and to new structures that centralized the members' management and governance functions while keeping service delivery decentralized. It argues that at three of the four associations, the member organizations agreed to a restructuring because the national organizations won their trust through a broadly inclusive decision-making process and because the members were persuaded that the restructuring would increase resources available for local programs and services. Although the shift in focus to national goals risks diminishing local support, the reorganizations are evidence of a broadly felt need in nonprofit associations for a new decision-making model and for new roles for volunteers that take better advantage of their community relationships. [source] Monitoring across Sectors: Examining the Effect of Nonprofit and For-Profit Contractor Ownership on Performance Monitoring in State and Local ContractsPUBLIC ADMINISTRATION REVIEW, Issue 5 2010Anna A. Amirkhanyan What is the effect of contractors' nonprofit and for-profit ownership on the scope and nature of performance measurement used by government agencies? Quantitative and qualitative data were generated through semistructured interviews administered to a sample of state and local public agencies and private contractors across five jurisdictions. The findings of this study suggest that monitoring officers working with nonprofit rather than for-profit contractors are more likely to rely on qualitative performance data and examine equitable access to services, contractors' reputation, and compliance with industry rules and regulations. Although organizational ownership may not be well understood by practitioners, performance appears to be conceptualized differently across sectors. The author calls for a better understanding of the impact of the identified differences in performance measurement on the effectiveness of contract monitoring. [source] How Much Policy Governance Is Required for It to Be Policy Governance?BOARD LEADERSHIP: POLICY GOVERNANCE IN ACTION, Issue 83 2006Article first published online: 14 MAR 200 Board Leadership is pleased to reproduce here a very slightly modified excerpt from the brand-new third edition of John Carver's Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations (Jossey-Bass, 2006). The excerpt from Chapter 12, titled "But Does It Work?" appears between a response to various model criticisms and a discussion of research on governance effectiveness. [source] Managerial Pay and Governance in American NonprofitsINDUSTRIAL RELATIONS, Issue 3 2002Kevin F. Hallock This article examines the compensation of top managers of nonprofits in the United States using panel data from tax returns of the organizations from 1992 to 1996. Studying managers in nonprofits is particularly interesting given the difficulty in measuring performance. The article examines many areas commonly studied in the executive pay (within for-profit firms) literature. It explores pay differences between for-profit and nonprofit firms,pay variability within and across nonprofit industries, managerial pay and performance (including organization size and fund raising) in nonprofits, the effect of government grants on managerial pay, and the relationship between boards of directors and managerial pay in nonprofits. [source] Players in the public policy process: Nonprofits as social capital and agentsJOURNAL OF POLICY ANALYSIS AND MANAGEMENT, Issue 1 2007Eva WitesmanArticle first published online: 29 NOV 200 [source] Nonprofits and evaluation: Empirical evidence from the fieldNEW DIRECTIONS FOR EVALUATION, Issue 119 2008Joanne G. Carman The authors explore what evaluation looks like, in practice, among today's nonprofit organizations on the basis of their survey results. The types of evaluation activities nonprofit organizations are engaging in on a regular basis, as well as the types of data they are collecting and how they are using these data, are described. How nonprofits think about evaluation and a three-pronged typology, based on a factor analysis of the survey data, is presented. This analysis shows that nonprofit organizations tend to think about evaluation in three distinct ways: as a resource drain and distraction; as an external, promotional tool; and as a strategic management tool. The authors recommend how funders, evaluators, and nonprofit managers can change the way they think about evaluation and build upon the way they currently use evaluation to maximize its potential. © Wiley Periodicals, Inc. [source] Accounting for Social Value in Nonprofits and For-ProfitsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2001Jack Quarter The authors argue that social value can serve as a bridge between the nonprofit and for-profit sectors. They further propose that social value is not simply an abstract concept but can be measured by applying social accounting methods. The authors argue that nonprofits are founded on a social mission but that traditional accounting approaches do not properly assess their social products. They illustrate the centrality of social value, both to nonprofits and for-profits, in two ways: (1) a discussion of for-profit firms that behave much like nonprofits and (2) an application of the social accounting model. The authors discuss two types of firms: (1) for-profits whose shares are held in a trust and therefore operate much like corporations without shareholdersor like nonprofits and (2) for-profits whose owners do not exercise the rights associated with their property. They then apply a social accounting model to nonprofit employment training programs to illustrate how the inclusion of social variables changes the assessment of an organization's value. They conclude with a discussion of a social accountability framework that embraces both nonprofits and for-profits. [source] Using Service-Customer Matrices in Strategic Analysis of NonprofitsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2000Anthony E. Boardman This article demonstrates the value of service-customer matrices (SCMs) for managers performing strategic analysis of nonprofit organizations (NPOs). Some of the benefits of using SCMs are understanding the portfolio of businesses; clarifying what sponsors and clients value; identifying rivals, key attributes, and revenues on a service-customer segment basis; and understanding and formulating positioning strategy. [source] The "Income Gap" and the Health of Arts NonprofitsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 3 2000Arthur C. Brooks This article addresses the widening gap between costs and revenues for many arts nonprofits; it examines the most common explanations for the problem, categorizes possible solutions, and suggests practical strategies for implementation. This study suggests that a critical difference exists between large and small arts firms, which in turn implies a different set of strategies for each. Whereas large organizations do well to leverage technological innovations, diversify product lines, and expand audiences through educational outreach, smaller organizations tend to see greater returns from efforts to expand their philanthropic base. [source] Nonprofits as Local Government Service ContractorsPUBLIC ADMINISTRATION REVIEW, Issue 4 2009Richard C. Feiock Despite the growing role that contracts with nonprofits play in local service delivery, only limited attention has been directed to why some cities rely more on nonprofit organizations to produce services or how political institutions influence the role nonprofits play in service delivery. To investigate these issues, the authors present a transaction cost explanation that focuses on how political system characteristics and structures of service markets shape the costs of negotiating, monitoring, and enforcing contracts for local governments. The findings indicate that forms of government, mayoral turnover, racial segregation, and the market of nonprofit producers influence the role of nonprofits in delivering elder services, but decisions to contract exclusively with nonprofits are subject to different influences than decisions to jointly produce service with a nonprofit organization. [source] The Challenge of Strengthening Nonprofits and Civil SocietyPUBLIC ADMINISTRATION REVIEW, Issue 2008Steven Rathgeb Smith The Winter Commission Report was centrally concerned with improving the performance of state and local governments. Since the issuance of the commission's report in 1993, the delivery of services by state and local government has been substantially changed by the growing role of nonprofit organizations in providing public services and representing citizen interests. As a result, state and local governments and nonprofit agencies are faced with complex governance challenges. The central argument of this paper is that despite the dramatic changes in the relationship between government and nonprofit organizations in recent years, the key tenets of the Winter Commission report,the need for improved training and education, greater transparency and accountability, more emphasis on performance, and improved citizen engagement,remain deeply relevant in improving the governance of the public services in an increasingly complex policy process and service delivery system at the state and local levels. [source] Organizational Characteristics and Funding Environments: A Study of a Population of United Way,Affiliated NonprofitsPUBLIC ADMINISTRATION REVIEW, Issue 3 2001Melissa Middleton Stone This study examines a population of United Way,affiliated nonprofit organizations in Massachusetts (1) to test hypotheses generated by previous research on relationships between government funding and specific nonprofit organizational characteristics, (2) to compare differences in organizational characteristics between nonprofits receiving higher percentages of revenues from the United Way and from government sources, and (3) to explore associations between government funding and United Way and underexamined characteristics, including use of commercial income and racial diversity of organizational membership. The study supports previous research on the relationship between government funding and nonprofit characteristics, with one notable exception,less administrative complexity was associated with higher percentages of government funding. The study also finds differences in organizational characteristics between nonprofits with higher proportions of government funding and those with higher percentages of United Way funding, including organization size, number of board members, administrative complexity, use of volunteers, and the racial diversity of boards, staff, and volunteers. [source] Is There a Dark Side to Government Supportfor Nonprofits?PUBLIC ADMINISTRATION REVIEW, Issue 3 2000Arthur C. Brooks The relationship between government social spending and private donations to the nonprofit sector is an issue that is relevant to both public administrators and nonprofit managers. Does government funding displace philanthropy, or encourage it? This article introduces the debate into the public administration literature. First, I survey and interpret the empirical work performed to date in this area by economists. Second, I retest this question across four nonprofit subsectors using data on both federal and state/local spending. My survey of the literature shows mixed results, although a broad pattern indicates that "crowding out" tends to dominate, particularly in the areas of social service provision and health. My empirical results are consistent with these findings, although they must be interpreted cautiously from a policy perspective: While results are statistically significant, the degree of crowding out is generally small. On the other hand, the claim that government funding stimulates giving seems to lack both statistical and policy significance. [source] Funding and Publishing Trends of Original Research by Emergency Medicine Investigators over the Past DecadeACADEMIC EMERGENCY MEDICINE, Issue 1 2006Robert H. Birkhahn MD Abstract Objectives: To update the profile of author-reported funding of reports of original research published since 1994 in the four U.S. peer-reviewed general emergency medicine (EM) journals. Methods: For the primary analysis, articles published in Academic Emergency Medicine, American Journal of Emergency Medicine, Annals of Emergency Medicine, and Journal of Emergency Medicine between 1994 and 2003 were reviewed by two emergency physicians trained in abstracting from the literature. Original research was identified; case reports, case series, abstracts, and meta-analysis were excluded. Articles were classified by author report of extramural funding as government (public), private nonprofit (foundation), for profit (industry), or multiple. Data are reported as percent per year per journal. A secondary analysis of MEDLINE was performed to identify publishing trends by EM investigators outside of these four journals over the same period. Results: The primary analysis identified 5,728 articles; 3,278 (57%) were considered original research, with 32% of these reporting extramural funding. In 1994, there were 292 articles with 28% funded (28% public, 43% foundation, 17% industry, and 12% multiple). By 2003, there were 358 articles with 36% funded (42% public, 30% foundation, 18% industry, and 10% multiple). There was a trend toward increased extramural funding in all four journals (p = 0.007), with an estimated growth of 3.6% (95% confidence interval = 1.0% to 6.3%) per year over the past decade. The primary review identified 48% of all articles published by EM investigators. Conclusions: Author-reported extramural funding rates for original research have increased in the EM literature over the past decade. Foundations have funded the largest number of studies, with public (government) sources increasing in 2003. [source] A National Study of Efficiency for Dialysis Centers: An Examination of Market Competition and Facility Characteristics for Production of Multiple Dialysis OutputsHEALTH SERVICES RESEARCH, Issue 3 2002Hacer Ozgen Objective. To examine market competition and facility characteristics that can be related to technical efficiency in the production of multiple dialysis outputs from the perspective of the industrial organization model. Study Setting. Freestanding dialysis facilities that operated in 1997 submitted cost report forms to the Health Care Financing Administration (HCFA), and offered all three outputs,outpatient dialysis, dialysis training, and home program dialysis. Data Sources. The Independent Renal Facility Cost Report Data file (IRFCRD) from HCFA was utilized to obtain information on output and input variables and market and facility features for 791 multiple-output facilities. Information regarding population characteristics was obtained from the Area Resources File. Study Design. Cross-sectional data for the year 1997 were utilized to obtain facility-specific technical efficiency scores estimated through Data Envelopment Analysis (DEA). A binary variable of efficiency status was then regressed against its market and facility characteristics and control factors in a multivariate logistic regression analysis. Principal Findings. The majority of the facilities in the sample are functioning technically inefficiently. Neither the intensity of market competition nor a policy of dialyzer reuse has a significant effect on the facilities' efficiency. Technical efficiency is significantly associated, however, with type of ownership, with the interaction between the market concentration of for-profits and ownership type, and with affiliations with chains of different sizes. Nonprofit and government-owned facilities are more likely than their for-profit counterparts to become inefficient producers of renal dialysis outputs. On the other hand, that relationship between ownership form and efficiency is reversed as the market concentration of for-profits in a given market increases. Facilities that are members of large chains are more likely to be technically inefficient. Conclusions. Facilities do not appear to benefit from joint production of a variety of dialysis outputs, which may explain the ongoing tendency toward single-output production. Ownership form does make a positive difference in production efficiency, but only in local markets where competition exists between nonprofit and for-profit facilities. The increasing inefficiency associated with membership in large chains suggests that the growing consolidation in the dialysis industry may not, in fact, be the strategy for attaining more technical efficiency in the production of multiple dialysis outputs. [source] A Relational Approach to Measuring Competition Among HospitalsHEALTH SERVICES RESEARCH, Issue 2 2002Min-Woong Sohn Objective. To present a new, relational approach to measuring competition in hospital markets and to compare this relational approach with alternative methods of measuring competition. Data Sources. The California Office of Statewide Health Planning and Development patient discharge abstracts and financial disclosure files for 1991. Study Design. Patient discharge abstracts for an entire year were used to derive patient flows, which were combined to calculate the extent of overlap in patient pools for each pair of hospitals. This produces a cross-sectional measure of market competition among hospitals. Principal Findings. The relational approach produces measures of competition between each and every pair of hospitals in the study sample, allowing us to examine a much more "local" as well as dyadic effect of competition. Preliminary analyses show the following: (1) Hospital markets are smaller than thought. (2) For-profit hospitals received considerably more competition from their neighbors than either nonprofit or government hospitals. (3) The size of a hospital does not matter in the amount of competition received, but the larger hospitals generated significantly more competition than smaller ones. Comparisons of this method to the other methods show considerable differences in identifying competitors, indicating that these methods are not as comparable as previously thought. Conclusion. The relational approach measures competition in a more detailed way and allows researchers to conduct more fine-grained analyses of market competition. This approach allows one to model market structure in a manner that goes far beyond the traditional categories of monopoly, oligopoly, and perfect competition. It also opens up an entirely new range of analytic possibilities in examining the effect of competition on hospital performance, price of medical care, changes in the market, technology acquisition, and many other phenomena in the health care field. [source] Resource settings have a major influence on the outcome of maintenance hemodialysis patients in South IndiaHEMODIALYSIS INTERNATIONAL, Issue 2 2010ABRAHAM Georgi Abstract Chronic kidney disease is reaching epidemic proportions and the number of patients on renal replacement therapy (RRT) is increasing worldwide and also in developing countries. To meet the challenge of providing RRT, a few charity organizations provide hemodialysis units for underprivileged patients, as the private hospitals are unaffordable for the majority. There is a paucity of information on the outcome of dialysis in these patients. Here, we describe the outcome of hemodialysis patients comparing the middle- and upper-class income group with the lower class income group. A retrospective analysis was carried out in 558 CKD patients initiated on maintenance hemodialysis in two different dialysis facilities. Group A (n=247) included those who belonged to the lowermost socioeconomic status and were undergoing dialysis in two nonprofit, charity (TANKER)-run dialysis units, and Group B (n=311) was undergoing dialysis in a nonprofit hospital setting where no subsidy was given. Those patients of a low socioeconomic status, especially those who are diabetics, have a higher death rate (Group A-38.1%, Group B-4.2%) and loss to follow-up (Group A-25.9%, Group B-0.3%) compared with those who are in the middle- and high-income group. Higher EPO use and hence higher hemoglobin levels (Group A-6.4±1.2, Group B-8.9±1.5 P<0.001) were observed in those who were in the middle and the higher income group. Lower serum phosphorus level was observed in the low-socioeconomic group (Group A-4.7±1.5, Group B-5.5±1.9, P<0.001). Patients belonging to the middle and higher socioeconomic group undergo more transplantations compared with the lower socioeconomic group (Group A-2.4%, Group B-65.6%). [source] Creativity, job performance and their correlates: a comparison between nonprofit and profit-driven organizationsINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2005Taewon Suh This study explores a research model concerning creativity, job performance, and their correlates in the nonprofit organization setting. The findings of this study suggest that a set of differences in the areas of creativity, job performance, and their correlates exists between the marketers in nonprofit organizations and the marketers in profit-driven organizations. These findings reveal the need for contingency theories in this area, with emphasis centered on environmental differences. It is hoped that this study will draw the attention of many researchers toward topics concerning organizational creativity in the nonprofit organization setting. Copyright © 2005 John Wiley & Sons, Ltd. [source] Software packages for everythingINTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 4 2001Article first published online: 12 JUL 200, Peter Flory This paper details the way in which voluntary sector organisations can benefit from software packages designed for the commercial sector. Administrative activities of nonprofit and voluntary sector managers revolve around money and the paper demonstrates how the areas of income generation, administration and service provision can be more efficiently managed by the use of existing software. Off-the-shelf systems can be adapted simply by slightly changing the terminology. The paper concludes that, although the costs are high, they are more than offset by the potential benefits. Copyright © 2001 Henry Stewart Publications [source] Nursing Home Capabilities and Decisions to Hospitalize: A Survey of Medical Directors and Directors of NursingJOURNAL OF AMERICAN GERIATRICS SOCIETY, Issue 3 2006Joan L. Buchanan PhD OBJECTIVES: To obtain information from decision makers about attitudes toward hospitalization and the factors that influence their decisions to hospitalize nursing home residents. DESIGN: Cross-sectional survey. SETTING: Four hundred forty-eight nursing homes, 76% of which were nonprofit, from 25 states. PARTICIPANTS: Medical directors and directors of nursing (DONs). MEASUREMENTS: Participants were surveyed about resource availability, determinants of hospitalization, causes of overhospitalization, and nursing home practice. RESULTS: The survey response rate was 81%, with at least one survey from 93% of the facilities. Medical directors and DONs agreed that resident preference was the most important determinant in the decision to hospitalize, followed by quality of life. Although both groups ranked on-site doctor/nurse practitioner evaluation within 4 hours as the least accessible resource, they did not rank doctors not being quickly available as an important cause of overhospitalization. Rather, medical directors perceived the lack of information and support to residents and families around end-of-life care and the lack of familiarity with residents by covering doctors as the most important causes of overhospitalization. DONs agreed but reversed the order. Medical directors and DONs expressed confidence in provider and staff ability, although DONs were significantly more positive. CONCLUSION: Medical directors and DONs agree about most factors that influence decisions to hospitalize nursing home residents. Patient-centered factors play the largest roles, and the most important causes of overhospitalization are potentially modifiable. [source] Leadership competencies: An exploratory study of what is important now and what has changed since the terrorist attacks of 9/11JOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Taylor E. Sparks This exploratory study attempts to identify the leadership competencies that managers believe are needed to be successful across different managerial levels and organization types (manufacturing, finance, insurance, and banking, health, transportation, communications, and utilities, wholesale and retail trade, private nonprofit, and public) and presents an analysis of whether changes in the importance of certain leadership competencies over time coincided with the 9/11 terrorist attacks in the United States. Our findings suggest that the leadership competencies leading employees and resourcefulness were the most important across all managerial levels and organization types studied. Moreover, leadership competencies important (or not important) for one managerial level or organization type seem to be important (or not important) for others. Furthermore, leadership competencies important before 9/11 remained important immediately after 9/11, 2 years after 9/11, and are still important today. These findings may have implications for leadership training and development, selection, and succession planning. [source] The role of entrepreneurial activities in academic pharmaceutical science researchJOURNAL OF PHARMACEUTICAL SCIENCES, Issue 6 2010Audra L. Stinchcomb Abstract Academic pharmaceutical science research is expanding further and further from the University setting to encompass the for-profit private company setting. This parallels the National Institutes of Health momentum to include multiple funding opportunities for University and private company collaboration. It has been recognized that the nonprofit and for-profit combination research model can accelerate the commercialization of pharmaceutical products, and therefore more efficiently improve human health. Entrepreneurial activities require unique considerations in the University environment, but can be modeled after the commercialization expansion of the academic healthcare enterprise. Challenges and barriers exist to starting a company as an entrepreneurial faculty member, but the rewards to one's personal and professional lives are incomparable. © 2009 Wiley-Liss, Inc. and the American Pharmacists Association J Pharm Sci 99: 2532,2537, 2010 [source] Three-Year Chemical Dependency and Mental Health Treatment Outcomes Among Adolescents: The Role of Continuing CareALCOHOLISM, Issue 8 2009Stacy Sterling Background:, Few studies have examined the effects of treatment factors, including the types of services [chemical dependency (CD), psychiatric, or both], on long-term outcomes among adolescents following CD treatment, and whether receiving continuing care may contribute to better outcomes. This study examines the effect of the index CD and ongoing CD and psychiatric treatment episodes, 12-step participation, and individual characteristics such as CD and mental health (MH) severity and gender, age, and ethnicity, on 3-year CD and MH outcomes. Methods:, Participants were 296 adolescents aged 13 to 18 seeking treatment at 4 CD programs of a nonprofit, managed care, integrated health system. We surveyed participants at intake, 1 year, and 3 years, and examined survey and administrative data, and CD and psychiatric utilization. Results:, At 3 years, 29.7% of the sample reported total abstinence from both alcohol and drugs (excluding tobacco). Compared with girls, boys had only half the odds of being abstinent (OR = 0.46, p = 0.0204). Gender also predicted Externalizing severity at 3 years (coefficients 18.42 vs. 14.77, p < 0.01). CD treatment readmission in the second and third follow-up years was related to abstinence at 3 years (OR = 0.24, p = 0.0066 and OR = 3.33, p = 0.0207, respectively). Abstinence at 1 year predicted abstinence at 3 years (OR = 4.11, p < 0.0001). Those who were abstinent at 1 year also had better MH outcomes (both lower Internalizing and Externalizing scores) than those who were not (11.75 vs. 15.55, p = 0.0012 and 15.13 vs. 18.06, p = 0.0179, respectively). Conclusions:, A CD treatment episode resulting in good 1-year CD outcomes may contribute significantly to both CD and MH outcomes 3 years later. The findings also point to the value of providing a continuing care model of treatment for adolescents. [source] The Future of Purchasing and Supply: A Ten-Year Forecast,JOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 1 2000Phillip L Carter SUMMARY The purpose of this research was the development of the 10-year forecasts for purchasing and supply based upon a close examination of key change drivers. The authors aimed at highlighting the most important areas of concern for purchasing executives. The research included trends of importance for organizations of all sizes, in all major industries , profit and nonprofit, private and public. To this end, the research team: ,,Identified the major economic, demographic, societal, competitive, and technological trends most likely to have major implications for the purchasing and supply management profession, its professionals, and organizationalprocesses ,,Projected the identified trends for 10 years (2008) ,,Determined the impact of these trends on purchasing and supply executives ,,Forecasted the environment for purchasing and supply in 10 years (2008) ,,Projected the changes to the purchasing and supply profession, its professionals, and organizational processes implied as a result of the research [source] Collaboration in foundation grantor-grantee relationshipsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2008Kent D. Fairfield Foundations take many forms and wield widespread influence within the nonprofit sector. One aspect of foundations that has received limited research attention is the relationship between the foundation and the grantee. Some authors have encouraged a reframing of this relationship to be more one of equals, where each party brings attributes valuable to the other and where collaboration can germinate and produce more effective philanthropy. This exploratory study suggests that the quality of these relationships varies widely and that it is often difficult to form collaborative ones. It identifies some of the earmarks of fruitful relationships and suggests some ways to replicate those successes. I hate foundation officers,they're all jerks! ,Experienced nonprofit executive We care about these [nonprofit] organizations,it is through them that we do our work. ,Senior foundation program officer [source] Welfare reform and the future of nonprofit organizationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2003Michael Reisch This article discusses implications of the 1996 Personal Responsibility and Work Opportunity Reconciliation Act (PRWORA) for nonprofit social service organizations. We emphasize their role in the contemporary social safety net in relation to the public sector. Based on a study of ninety organizations operating in the Detroit metropolitan area, we adopted the supplementary, complementary, and adversarial framework from Young (1999) to assess the complex and evolving relationship between the nonprofit and public sectors in the post-PRWORA era. The findings indicate a clear presence of all three perspectives; however, the continued shifting of responsibility for social services to private, nonprofit organizations suggests a growing dominance of the supplementary role. This raises concerns regarding future nonprofit capacity and other potential costs of nonprofit sector service provision. [source] Organization and Management in the Third Sector: Toward a Cross-Cultural Research AgendaNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2002David Lewis Third sector organizations in the industrialized and the developing world,and particularly the subset of third sector organizations known as development nongovernmental organizations (NGOs),are becoming more culturally diverse in internal staff composition, management styles, and working environments. Although cultural issues have been largely absent from the nonprofit and the NGO research literatures, the organizational implications of societal culture and organizational culture are widely debated within other research fields. This article proposes a closer engagement between third sector management research and the wider study of cross-cultural organizational issues within anthropology, development studies, and management theory. It argues that such an exchange is necessary if third sector organizational research agendas are to include changing organizational landscapes effectively, and the article concludes with some ideas for future research. [source] | |||||||||||||||||||