Browsing by Subject "Nonprofits"

Now showing 1 - 2 of 2
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    Assessing Advocacy Grantmaking: a Case Study of the Sheltering Arms Foundation
    (Hubert H. Humphrey Institute of Public Affairs, 2009-12-15) Lisichonak, Siarhei; Smothers, Robin; Zhu, Julia
    University of Minnesota Hubert H. Humphrey Institute of Public Affairs students Julia Zhu, Robin Smothers and Siarhei Lisichonak worked with Sheltering Arms Foundation to assess the organization’s advocacy grantmaking practices and outcomes. After interviewing several of the foundation’s grantees, conducting a survey on similar foundations, reviewing existing literature on advocacy, advocacy grantmaking and advocacy grantmaking evaluation, the group concluded that Sheltering Arms’ advocacy grantmaking strategy could benefit greatly from including a more formalized evaluation in several parts of the grant process.
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    Risky Business: How Nonprofits May Fare Under Minnesota's Performance Bond
    (Hubert H. Humphrey School of Public Affairs, 2013-06-24) Schwartz, Laura
    This paper explores Minnesota’s emerging workforce development pay-for-performance pilot, which was authorized by the 2011 state legislature. The charge of this work, which was commissioned by the Greater Twin Cities United Way, is to identify risks that this new model poses to participating nonprofit service providers. By design, the paper does not illuminate the many positive impacts that the model may create for the state, its organizations, and its people. Instead, it is the author’s hope that this research will be used to promote the development of an effective and successful pilot. The findings show that while the model may be able to address some problems facing the field of workforce development—namely, shrinking resources and poorly aligned outcomes—it also poses significant financial risks to nonprofits, primarily: 1) difficulty in obtaining and repaying working capital, 2) failing to achieve outcomes, and 3) contract risks. Through a literature review and in-depth interviews with nonprofit leaders, the paper also explores how nonprofits may respond to this risk. Initial findings show that they will likely employ a mixture of smart strategies, like shoring up operating reserves, as well as unavoidable gaming tactics, like creaming and output distortion. The paper concludes with recommendations for program designers and policymakers to consider as they continue to build up the model.