ACE-OWHE Women’s Conference

1. Community Collaboration Dr. Gillian Silver-Rodis ACE-OWHE Women’s Conference

2. Social Responsibility • Calls for companies to: • Strive for balance between the economic responsibility to reward shareholders with profits and: • The legal responsibility to comply with the laws of countries where it operates

3. Social Responsibility (Continued) • The ethical responsibility to abide by society’s norms of what is moral and just, and • The discretionary philanthropic responsibility to contribute to the noneconomic needs of society (Gamble & Thompson, 2009, p.153).

4. Corporate Citizenship • Requires a corporate commitment to: • Go beyond meeting society’s expectations for ethical strategies and business behaviors • To demonstrate good citizenship by addressing unmet noneconomic needs of the society (Gamble & Thompson, 2009, p.154).

5. Sustainability • Involves strategic efforts to meet the needs of today’s: • Customers • Suppliers • Shareholders • Employees, and • Other stakeholders…

6. Sustainability (Continued) • …while protecting, and perhaps enhancing, the resources needed by future generations (Gamble & Thompson, 2009, p.155).

7. Community Engagement • The involvement of community stakeholders in the operations and extensions of non-profit organizations that bring benefits to a wide variety of constituencies.

8. Forms of “Community” • Community of place • An area/neighborhood with physical boundaries

9. Forms of “Community” (Continued) • Community of interest • Shared interest, experience or demographics • Similarity in characteristics • At-risk young people challenged by school demands • Individuals struggling with disease or disability

10. Expressing Concern • Building community requires that we: • Work and learn collaboratively • Think first of the organizational mission and its impact (servant leadership) • Focus on the obligations to make a dent in the problem (stewardship)

11. Expressing Concern (Continued) • Strive to create mutually beneficial partnerships • Long-term • Enduring • Meaningful • Productive

12. Opportunities for Partnership • Extensions into the community • Professionally • As a representative of your employer • Personally • As someone dedicated to a certain cause/organizational purpose

13. Types of Opportunities • On an individual • Work team or • Family basis

14. Ways to Collaborate • Time • Treasure • Talent

15. Non-profits: A Snapshot • Currently, there are more than 1 million tax-exempt organizations in the United States • The largest single grouping is charitable and religions organizations • They number more than 600,000

16. Non-profit Snapshot (Continued) • The next largest is social welfare • There are nearly 140,000 organizations in this category

17. Primary Funding Sources • Individuals • About $184 billion in 2002 • Bequests • About $18 billion • Roughly 89 percent of American households contribute • The average is $1,620 per household

18. Non-profit Operational Overview • Revenue sources • Gifts • Grants • Donations • Cause-related partnerships

19. Operational Overview (continued) • Individuals • 76 percent • Foundations • 11 percent • Bequests • 8 percent • Corporations • 5 percent

20. Contribution Recipients • Religious organizations • 34 percent • Education • 13 percent • Unallocated giving • 13 percent

21. Contribution Recipients (Continued) • Foundations • 9 percent • Human service • 8 percent • Health • 8 percent

22. Contribution Recipients (Continued) • Art, culture and humanities • 5 percent • Public-society benefit • 5 percent • Environment/animals • 3 percent (Finkler, 2005).

23. Challenges Non-profits Face • Changing conditions of nonprofit operations • Intensified scrutiny by corporate partners • Greater legislative oversight • More complex reporting requirements

24. Non-profit Challenges (Continued) • Declining donations • Higher operating expenditures • Public skepticism about the integrity of non-profit organizations • Image and reputation issues

25. Getting Started • Identify an area of passion • Research the cause • Isolate credible potential partners • Ask others for referrals • Inquire about their experiences • Determine the range of involvement opportunities

26. Making The Commitment • Short-term • One event • Long-term • Continuous involvement • Informal • Participate as a volunteer in a limited capacity • Formal • Express interest in a board leadership position

27. Board Service • Become familiar with the service and product array of the non-profit • Determine job accountabilities • Ways in which support is expected • Personal financial obligation

28. Board Service (Continued) • Clarify time commitment • Meetings • Committee service • Event attendance expectations

29. Board Service (Continued) • In-kind requests you would be asked to facilitate • Requests you will be asked to bring back to the Nevada University and Public School Systems • Fund-raising/friend-raising duties • Networking responsibilities • Volunteer recruitment obligations

30. Evaluating the Opportunities • Consider what you prefer to do, and how you want to give • Evaluate how you can best help • Set realistic expectations • The mission of most non-profits is large in scale, the challenges they tackle are not easily resolved • Understand that results may be difficult to achieve.

31. References • Anheier, H. (2005). Nonprofit organizations: Theory, management, policy. London, England: Routledge. • Finkler, S. (2005). Financial management for public, health and not-for-profit organizations. Upper Saddle River, NJ: Prentice Hall. • Gamble, J., & Thompson, A. (2009. Strategic management: The quest for competitive advantage. Boston, MA: McGraw-Hill.