The Development Of Strong Public Value

Chapters seven through eleven in Begging for Change, by Robert Egger, have been thought provoking and insightful into the non-profit world. This half of the book focused less on DC Central kitchen and the specific challenges it has faced, but more on the idea of a non-profit and how changes should and could be made in the way non-profits are operated and thought of by the general public. The focus has been put on new ideas that need to be brought into the non-profit world and how innovation cannot be lost and left only to the for-profit companies. The big idea around the book has remained unchanged through this section in which Robert opens up the non-profit world to question everything, from the stereotypes to the priorities and shows some of the ugliness in non-profit work.

Collaboration among organization members and community stakeholders is very important, we must begin to study and understand nonprofits not merely as organizations housed within four walls but as catalysts that work within, and change, entire systems. The most effective of these groups employ a strategy of leverage, using government, business, the public, and other nonprofits as forces for good, helping them deliver even greater social change than they could possibly achieve alone (Crutchfield, 2012). There is also an understanding that community partnerships and assistance from caring individuals will be of a great benefit to the organization and the young men they serve. The different chapters in the organization are funded through member dues, grants and contributions from corporations, foundations, individuals and combined federal

At the center of any successful nonprofit organization there is an effective chief executive and board of directors. These leaders must work as a team with a vision and specific skills, to effectively produce resources in order to accomplish the organization's goals. The majority of the decision making authority and leadership is shared amongst board members; however, critical management skills and day-to-day operational decisions rest within the authority of the chief executive. However, members of the board must also be sufficiently skilled in management in order to assess the work of its director to assist in the implementation and evaluation of strategic decision making.

The board at Girls Inc. of Monroe County is composed of lawyers, consultants, financial advisors, marketing directors, and lawyers. The skillsets are directly linked with operating an efficient and effective organization. No longer is Girls Inc. of Monroe County’s board just composed of passionate volunteers or donors. Today’s board is filled with individuals who not only share that passion, but have the appropriate skillsets needed to achieve/create an effective strategy. As discussed in class, the roles of the board and staff at most non-profit organizations are intertwined (Coble, 2017), however at Girls Inc. of Monroe County, the board is tasked with strategic and mission development, not day-to-day tasks (“Governance,” 2017). Therefore, I see less of an overlap, which suggests that they are moving towards a more contemporary

The Non-profit has been in existence for 43 years. It was organized in response to a rift between the original organization and some of its members. Over the years, the organization has not been able to adapt and develop sufficient training and development within the new organization to foster growth and maturity in members or develop capable leaders from within the organization. The morale and level of viable activity has experienced times of growth and decline due to the change in leadership and lack of clear vision and mission.

I interviewed three nonprofits located in the San Francisco Tenderloin Neighborhood. These non-profits varied in staff size, budget, and services they provide, but serve similar communities. The communities these organizations serve connect them as a network. However, they are fairly interdependent of each other, therefore the organizations are only loosely coupled (Perrow, 1972, p.196). Based on my interviews, the organizations shared similarities in influences that affected adaptations to their environments. However, their coping strategies varied in their adaptation. Variables that influenced the life cycles and the success of these particular non-profits were securing organizational funding, investing in staff leadership, and responding to political environments.

Over the years, the government has given more responsibility through subcontracts for nonprofits to carry out a range of services for communities. Consequently, nonprofits face major challenges in a constantly changing environment. This type of environment has created a battle amongst other nonprofits as they struggle to obtain similar resources. In this memorandum, the topic of strategy formulation in the not-for-profit area and its application to nonprofits are touched on.

A nonprofit organization has turned into one prominent highlight to American life in which non-profits are the drivers of social change for the delivery of needed goods and services to the population (Hess & Bacigalupo 2013). Nonprofits expresses the American ideals and beliefs in which a group of volunteer members seek to provide societal benefit, identify social problems, and advocate for change (Heyman, 2011, pg 7). Nonetheless, nonprofits are essential to public policy and advocacy that has created a significant amount of pressure and demand on the role of leadership among those organizations. In this paper, I will discuss the aspect of leadership I found interesting on managing organizations and people, strategic and planning, and integrating

A nonprofit organization (NPO), can be self-sustaining by adhering to some very simple rules. A nonprofit is described as an organization that “Operates for the common good and not for generating individual wealth: does not distribute its profits to individuals who control the organization such as its members, officers, directors, or trustees. While a non-profit organization can make a profit, the profit it earns must be used toward the core missions of the organization and not towards any personal benefits” (Bennett, 2013). One of the enormous challenges that a

The struggle between the mission and the effort of an organization is one that not only impacts higher education. Nonprofits face this issue more than any other entity. In his book Begging for Change: The Dollars and Sense of Making Nonprofits Responsive, Efficient and Rewarding for All, Egger encourages organizations that they must move beyond the “who” and the “what” and get to the “how” and the “why.” Egger, R., & Yoon, H. (2004). Begging for change: The dollars and sense of making nonprofits responsive, efficient, and rewarding for all (p. 91). New York: HarperBusiness. Robert Egger, is the Founder and President of L.A. Kitchen, which is a nonprofit that recovers local grown damaged fruits and vegetables to fuel a culinary arts job training program for the city’s prison reentry program and for children who aged out of foster care. Egger created this model during his 24-year tenure as the president of the DC Central Kitchen, the country’s first “community kitchen.” Egger explains his experience and inspiration in working in food lines in DC and being astounded that food

What a great post. You stated that, “Collins (2005) rejected the notion that the best way for organizations in the social sector to become great is to operate like a business; “many widely practiced business norms turn out to correlate with mediocrity, not greatness” (p. 1). However, the same sentiment may be applied by some to MDO norms” (Scruggs, 2016, para.1). I absolutely agree. I have had the privilege of serving in leadership positions for a variety of organizations. Collins (2005) makes an excellent point regarding the practices of the modern business in that often these should not be emulated. At the same time however, I have also worked for nonprofits where the same is also true. Both for-profit and non-profit organizations

In this discussion, I will reflect on the future of nonprofit leadership and management. I will discuss how nonprofits could remain sustainable and discuss what I vision as likely to change.

The root of many of the tensions that nonprofits face is conflict between business outcomes and social outcomes (Fong 2015). Nonprofits are formed to achieve missions, but require sufficient funds to operate and exist within a capitalistic society. The nonprofit sector is becoming increasingly competitive, forcing some nonprofits to professionalize and adopt strategies from the business world, like paid marketing campaigns, to attract donors and volunteers. This blurs the line between the public and private aspects of the sector, and has been a controversial trend that can attract both support and disapproval.

Not only is virtue grounded in our everyday life, but it also grounded in public policy. There are various academic debates about the role of virtue in civic life and its relevance to social policies all over the world. Several examples shows that virtues are embedded in social policies. Countries such as Northern Ireland and South Africa, emerging from long-standing division, have instituted reconciliation procedures and inculcated mechanisms of the virtue of 'forgiveness' into social policy (Gibson, 2006 as cited in Elizabeth, Mary, Cooney & Garlington, 2012 ). For the last two decades, the virtue of 'self-sufficiency' has been underlying US welfare policies (Lipset, 1996 as cited in Elizabeth et al, 2012 ). In 2009, the Scottish government

A non-profit organization cannot be effectively managed if it is not effectively planned. One of the challenges facing non-profit organizations has been long range, strategic planning. Long range, strategic planning in the non-profit sector is essential to the success of an organization. Long range, strategic planning encompasses broad policy and direction setting, internal and external assessments, attention to key stakeholders, the identification of key issues, development of strategies to deal with each issue, decision making, action and the continuous monitoring of results. (Herman, The Jossey-Bass Handbook of Nonprofit Leadership and Management, 154) While it is important to deal with the short term planning and activities of non-profits, managers or directors must consider the future of their organizations. Successful planning should be comprehensive, integrating all areas of responsibility of an organization.