Results 141 to 150 of about 166,078 (316)
The Nonprofit Sector: Navigating its Waters from a Surgery Vantage. [PDF]
Semin Plast Surg, 2018 Singh A +4 more
europepmc +1 more source
The Robertson v. Princeton Case: Too Important to Be Left to the Lawyers [PDF]
, 2009 Offers comments from eleven contributors on the Robertson family's donor rights suit against the Woodrow Wilson School of Public and International Affairs for violation of donor intent.
Adam Meyerson +10 more
core
A Framework for Understanding and Evaluating Localization: The Case of HelpAge International
Public Administration and Development, EarlyView.ABSTRACT Many transnational non‐governmental organizations (TNGOs) are reevaluating their organizational forms and norms as they pursue localization. Localization itself is a contested and multifaceted concept, however, complicating the design, implementation, and evaluation of localization efforts.
Hans Peter Schmitz, George E. Mitchell
wiley +1 more source
The Mexico City Policy in US Development Policy and Its Backlash‐Frontlash‐Logic
Public Administration and Development, EarlyView.ABSTRACT The Mexico City Policy provides for the discontinuation of U.S. government funding for foreign non‐governmental organizations (NGOs) that provide legal abortion services. While Republican administrations have repeatedly pushed for the introduction of the Mexico City Policy after their re‐election, those regulations have been rescinded by ...
Thomas Lange
wiley +1 more source
The Value of the Nonprofit Environment Field in Illinois: A Social Return on Investment Analysis with Donors Forum [PDF]
, 2015 This Social Return on Investment (SROI) analysis compares the public and private investment into the Illinois nonprofit environment field to the social, environmental, and economic value it creates for people who live in Illinois and for society as a ...
Amy Terpstra, Jennifer Clary
core
Public Administration and Development, EarlyView.ABSTRACT This article explores the management adaptation strategies non‐governmental organizations (NGOs) managers employ in order to operate in repressive political environments. It answers the question: how do NGO managers initiate, manage and sustain internal change when the political/regulatory environment changes?
Charles Kaye‐Essien +2 more
wiley +1 more source
Foundations Need Capacity, Too: Initial Findings from the Foundation Core Capacity Assessment Tool [PDF]
, 2016 For many years, the social sector has paid substantial attention to the issue of nonprofit effectiveness. By contrast, comparatively little attention has been paid to the capacities that foundations themselves need to achieve impact.
Deepti Sood, Jared Raynor, Melinda Fine
core
Public Administration and Development, EarlyView.ABSTRACT Although some studies focus on how bureaucrats' interactions with one another affect performance, they rarely focus on why these public servants collaborate. Bureaucrats' collaboration matters because it can significantly contribute to achieving policy goals.
Nathalie Mendez
wiley +1 more source
From Connections to Actions: When Do Government Ties Matter to Nonprofit Organizational Performance?
Public Administration and Development, EarlyView.ABSTRACT Nonprofit organizations are essential for public service delivery, yet the value of their government ties is contested. This study examines the mechanism that translates these connections into tangible results. We propose that political networking—the deliberate cultivation and use of official relationships—is the critical catalyst.
Qiang Dong, Jiahuan Lu, Shanshan Guan
wiley +1 more source
People and Nature, EarlyView.Abstract Alongside the rise of the evidence‐based conservation movement over the past 20 years, environmental education (EE) has emerged as a worthwhile strategy to achieve conservation goals. EE can help develop the societal attitudes, knowledge, skills, behaviours and norms that address conservation and environmental challenges and build deeper ...
Nicole M. Ardoin +4 more
wiley +1 more source