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An Introduction to Community Association Living | 1 Introduction
AN INTRODUCTION TO community associationliving AN INTRODUCTION TO community associationliving ISBN 978-0-941301-60-2 © 2006 Community Associations Institute Community Associations Institute. All rights reserved. Reproduction in whole or in part is not permitted without the expressed, written consent of CAI. Community Associations Institute 225 Reinekers Lane, Suite 300 Alexandria, VA 22314 (888) 224-4321 (703) 684-1581 Fax www.caionline.org CAI is a national, nonprofit 501(c)6 association created in 1973 to educate and provide resources to America’s community association industry. Its members include: volunteer leaders of condominium and homeowner associations, cooper- atives, and planned communities of all sizes; community managers and manage- ment firms; builders and developers; and attorneys, accountants, lenders, reserve specialists, insurance providers, and other providers of professional services and products for community associations. CAI has more than 50 chapters throughout the United States. Each chapter has its own menu of programs and services and serves geographic areas, entire states, and multiple states. CAI estimates that there are currently 286,000 community associations in the United States. The Center for Community Association Volunteers (CCAV), a specialized member group, was created by CAI to help better serve our members and increase the value of membership. Its aim is to assist owners in becoming more effective, effi- cient, and respected leaders. The material presented in this publication has been prepared for the general information of the reader. While the material presented is believed to be accu- rate, neither CAI nor its chapters warrant the publication’s suitability other than as information guidelines. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. -
Volunteer Motives and Satisfaction with Management Practices in Community Sport Organizations
VOLUNTEER MOTIVES AND SATISFACTION WITH MANAGEMENT PRACTICES IN COMMUNITY SPORT ORGANIZATIONS Russell Hoye, La Trobe University, Australia, [email protected] Graham Kuskelly, Griffi th University, Australia Tracy Taylor, University of Technology, Australia Simon Darcy, University of Technology, Australia INTRODUCTION Retention of volunteers has been identified as a significant organizational challenge for community sport organizations. However, we know little about the reasons volunteers stay with an organization or decide to leave, and if these decisions relate to the way volunteers are managed. Previous research efforts focused on volunteer management suggest that identifying effective management practices is an area in need of further investigation, particularly in light of increased pressure of professionalism, managerialism and accountability (Hager & Brudney, 2004; Lewis, 1993; Nichols & King, 1998; Nichols et al. 2003; Russell & Scott, 1997). Current volunteer management frameworks endorsed or developed by governments in countries such as Australia, New Zealand and the United Kingdom including the Volunteer Involvement Program, Volunteer Management Program and the Club/Association Management Program (Australian Sports Commission); Volunteer Investment Program (Sport England); and the Running Sport Program (Sport and Recreation New Zealand) promote the use of human resource management (HRM) concepts, which are “modelled on work organisations” (ASC, 2000, p. 10). These frameworks focus on the use of a system of planning, recruitment, selection, orientation, training and recognition practices in the management of volunteers. While these practices are generally accepted by the CSOs within these jurisdictions, there has been very little research into the efficacy of such frameworks in volunteer retention. It is not known if such management practices have unintended consequences for volunteer motivation and retention, particularly by changing the experience from a leisure time activity to a more work like role. -
Good Practice in Trade Association Governance
Good Practice in Trade Association Governance Mark Boleat Mark Boleat Good practice in trade association governance 2001 Mark Boleat Mark Boleat is an independent consultant. He established his business, Boleat Consulting, in June 1999. His consulting work covers trade association structures and strategies, relations between government and business and specific policy issues. Mark Boleat spent 25 years working for major national, European and international trade associations. Between 1986 and 1999 he was chief executive of five major trade associations: the Building Societies Association, the Council of Mortgage Lenders, the Association of British Insurers, the European Federation of Building Societies and the International Housing Finance Union. Mark Boleat has pioneered work in Britain on trade association strategy and management. He organized the first benchmarking exercises, and he founded the Trade Association Forum in 1997 and became Chairman of the Forum's Consultative Committee when responsibility for the Forum moved to the CBI in 1998. Mark Boleat’s publications on trade associations include Trade Association Strategy and Management, Trade Associations - The American Experience and Models of Trade Association Co-operation. Boleat Consulting: www.martex.co.uk/boleat Mark Boleat 2 Good practice in trade association governance 2001 Contents Introduction 4 A note on terminology 5 1. An overview of modernising trade association governance 6 2. Recent developments in corporate governance 10 3. The board – composition, structure and accountability 13 4. Role of the board 18 5. Good practice in board management 23 6. Role of the chairman 27 7. Committees, panels and project groups 31 8. The role of the chief executive 33 9. -
Markets Not Capitalism Explores the Gap Between Radically Freed Markets and the Capitalist-Controlled Markets That Prevail Today
individualist anarchism against bosses, inequality, corporate power, and structural poverty Edited by Gary Chartier & Charles W. Johnson Individualist anarchists believe in mutual exchange, not economic privilege. They believe in freed markets, not capitalism. They defend a distinctive response to the challenges of ending global capitalism and achieving social justice: eliminate the political privileges that prop up capitalists. Massive concentrations of wealth, rigid economic hierarchies, and unsustainable modes of production are not the results of the market form, but of markets deformed and rigged by a network of state-secured controls and privileges to the business class. Markets Not Capitalism explores the gap between radically freed markets and the capitalist-controlled markets that prevail today. It explains how liberating market exchange from state capitalist privilege can abolish structural poverty, help working people take control over the conditions of their labor, and redistribute wealth and social power. Featuring discussions of socialism, capitalism, markets, ownership, labor struggle, grassroots privatization, intellectual property, health care, racism, sexism, and environmental issues, this unique collection brings together classic essays by Cleyre, and such contemporary innovators as Kevin Carson and Roderick Long. It introduces an eye-opening approach to radical social thought, rooted equally in libertarian socialism and market anarchism. “We on the left need a good shake to get us thinking, and these arguments for market anarchism do the job in lively and thoughtful fashion.” – Alexander Cockburn, editor and publisher, Counterpunch “Anarchy is not chaos; nor is it violence. This rich and provocative gathering of essays by anarchists past and present imagines society unburdened by state, markets un-warped by capitalism. -
Board of Directors Corporate Governance Guidelines
Board of Directors Corporate Governance Guidelines Revised July 26, 2011 The following Corporate Governance Guidelines have been adopted by the Board of Directors of the Texas Life and Health Insurance Guaranty Association (“Association”) to assist the Board in the exercise of its statutory and fiduciary responsibilities. These Guidelines reflect the Board’s commitment to monitor the effectiveness of policy and decision-making both at the Board and management level. These Guidelines are not intended to change or interpret any law or regulation, including Tex. Ins. Code Chapter 463 (“Act”), Bylaws, Plan of Operation, Policies and Procedures of the Association, the Texas Open Meetings Act, or the Texas Public Information Act. The Guidelines are subject to modification from time to time by the Board. BOARD COMPOSITION 1. Board Membership The Act governs membership of the Board including appointment of members by the Texas Commissioner of Insurance, qualifications for public and industry members, number and term of members, and vacancies. 2. New Board Members The Association may submit qualified individuals as candidates for the Association’s Board to the Texas Commissioner of Insurance. 3. Selection of Board Officers Article 4 of the Association's Bylaws specifies provisions for selecting Board officers. BOARD RESPONSIBILITIES 4. Director Responsibilities The principal responsibilities of the Board include: a. Overseeing the management of the Association with respect to: providing benefits to insureds of member life or health insurance companies that are declared impaired or insolvent, the financial affairs of the Association, the assessment of member companies as provided by the Act, and reporting to the Texas Insurance Commissioner as required by the Act. -
The Learning Link
The Learning Link How strong is the link between your association's strategic direction and human resource management activities? Do you have the right competencies for your association's plans? One of the questions that students in the AME 300 – Association Operations 1 (Operations Support) course are asked to respond to and discuss is: What could be done to strengthen the link between strategic direction and human resource management in your association? In reviewing responses to this question it was determined that one or two associations are at an advanced stage, and several more are in the process of making changes to strengthen the link. Most associations need to make improvements in linking strategic direction and human resource management. Approaches to the Relationship There appear to be three approaches to handling human resource management in relation to an association's strategic direction. They are: Prime Issue – It is a current or hot issue and not necessarily connected with a strategic direction process and related discussions. Tag-on – A strategic plan is in place along with a budget/business plan with limited details. The question raised is how can we accomplish things with the staff and volunteers available. Blended – Human resource management issues and performance expectations are considered in strategic and business plans. Associations that do not engage in a formal planning process tend to deal with human resource management issues only when a problem or situation has occurred or is in the process of occurring. Associations that occasionally engage in strategic planning every three or five years tend to apply the tag-on approach and can apply the prime issue approach in between. -
Partnering with an Association Management Company 2015
Partnering with an Association Management Company 2015 Author Initiatives & Alliances Katherine Pankratz, Senior Account Manager Contributors Initiatives & Alliances Lindsay Adamson, Director of Accounts Nereus Heather Ailara, President Abstract The decision to hire an association management company (AMC) is best approached with an understanding of the industry and a bit of patience. The AMC Institute, an association industry body tasked with accreditation and collaboration among AMCs, counts numerous AMCs in their membership serving more than 1,776 associations (“Industry Facts,” n.d.). This represents a robust and varied pool of options available to organizations seeking to hire an AMC to help with their management services. While this abundance of options encourages healthy competition, resulting in an assortment of high-quality choices, it also lends itself to confusion when seeking a single source of assistance. This paper outlines important considerations before engaging with an AMC, including a look at benefits; common services offered; alternative options; and how to move forward through the RFP process. About VTM Group Founded in 1995, VTM Group is an association management company (AMC) rooted in supporting global technology associations and standards setting organizations (SSOs). The company provides experienced counsel and administration in all operational disciplines from finance to membership management. Complementary professional programming including strategic communications, engineering and web services are also available. As a result, VTM Group stands as a single resource center enabling organizations to focus on their primary goals: their missions. Access the latest white papers, webinars, and additional resources from VTM Group by visiting www.vtmgroup.com/resourcecenter. Copyright © 2015 VTM Group Page 2 Contents Introduction ........................................................................................................... -
DONALD BARTHELME and WRITING AS POLITICAL ACT By
BEYOND FRAGMENTATION: DONALD BARTHELME AND WRITING AS POLITICAL ACT by DANIEL CHASKES B.A., Binghamton University, SUNY, 2001 M.A., University College London, 2005 A THESIS SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR A DEGREE OF DOCTOR OF PHILOSOPHY in The Faculty of Graduate Studies (English) THE UNIVERSITY OF BRITISH COLUMBIA (Vancouver) May, 2012 © Daniel Chaskes, 2012 ABSTRACT “Beyond Fragmentation: Donald Barthelme and Writing as Political Act” extracts Barthelme from recursive debates over postmodernism and considers him, instead, within the intellectual contexts he himself recognized: the avant-garde, the phenomenological, and the transnational. It is these interests which were summoned by Barthelme in order to develop an aesthetic method characterized by collage, pastiche, and irony, and which together yielded a spirited response to political phenomena of the late twentieth century. I argue that Barthelme was an author who believed language had been corrupted by official discourse and who believed, more importantly, that it could be recovered through acts of combination and re-use. Criticism influenced by the cultural theory of Fredric Jameson has frequently labeled Barthelme’s work a mimesis of an age in which meaning had become devalued by rampant production and consumption. I revise this assumption by arguing that Barthelme’s work reacts to what was in fact a stubbornly efficient use of discourse for purposes of propaganda, bureaucracy, and public relations. Drawing on the biographical material available, and integrating that material with original archival work, I uncover the specific sources of Barthelme’s political discontent: Watergate, the war in Vietnam, a growing militarization in the United States, and the ideological rigidity of the 1960s counterculture. -
ELISSA MATULIS MYERS, IOM, CAE Executive Director Academy for Eating Disorders Springfield, VA [email protected] 703-626-9087
ELISSA MATULIS MYERS, IOM, CAE Executive Director Academy for Eating Disorders Springfield, VA [email protected] 703-626-9087 Elissa Myers is an innovative and creative association executive, specializing in developing great leadership and clear strategic and tactical direction for associations. She serves as Executive Director of the Academy for Eating Disorders, the leading international professional society of physicians, psychiatrists, psychologists, and academic researchers addressing eating disorders. She serves as advisor to the American Neurological Association and the American Therapeutic Recreation Association. Elissa is a passionate advocate of voluntary associations, and believes in world peace through world commerce. She has outstanding skills in strategic advocacy and in developing international partnerships, and in profitable enterprise development for associations. With 30 years’ experience as a professional association executive, serving as a key executive of the American Society of Association Executives and as President & CEO of the Electronic Retailing Association, she has specific experience in staff and volunteer development and leadership, strategic and tactical planning; membership development and retention; member benefits development and marketing; effective internal and external communications, advocacy & public & media relations. She has spoken for ASAE dozens of times on subjects ranging from Compensation for Association Executives, to Association Group Insurance Programs; from Membership Development to -
Associations in the WAR for TALENT
Associations in the WAR FOR TALENT Prepared by Tamara Wagester‐Subrick and Rebecca Brandt, CAE December 2014 [Type text] Contents Introduction .............................................................................................................................................. 3 Association Workforce Profile .................................................................................................................. 4 Figure 1: Most Prevalent Occupations for Association Staff ................................................................ 5 Figure 2: Education Levels of Association Staff .................................................................................... 6 Figure 3: How Much Does a Career in Association Management Pay? ................................................ 7 Figure 4: Age Distribution for Membership Association Staff .............................................................. 8 Table 1: Percentage of Veterans Nearing Retirement Compared to Mid‐Career Cohort .................... 8 Generational Review ................................................................................................................................. 9 Generation Y or Millennials .................................................................................................................. 9 Table 2: Generation Y Attitudes and Suggested Association Outcomes ............................................ 10 Baby Boomers .................................................................................................................................... -
Becoming an Effective Public Manager in the Global World
D.E.Ü.İ.İ.B.F.Dergisi Cilt:18 Sayı:1, Yıl:2003, ss:105-129 BECOMING AN EFFECTIVE PUBLIC MANAGER IN THE GLOBAL WORLD: DISTRICT GOVERNORS IN TURKEY Muhammet Kösecik(*) Naim Kapucu(**) Yasin Sezer(***) Abstract The paradigm shift from the traditional model of public administration to new public management since the mid-1980s in the western countries, coupled with the opportunities and challenges of the globalisation for the governments, puts public servants at the crossroads requiring them to adapt to new principles of public sector management. Public servants particularly in high-profile public offices now need to adjust themselves to a new style of public manager’ characteristic. This study seek to examine the extent to which characteristics of public managers in the new form of public management exist in the case of selected district governors and to explore how general source of constraints within the Turkish public administrative system are perceived by district governors as significant obstacles to be effective and efficient public managers. The findings of the research shows that district governors in general are considerably good at managing internal components and external constituencies of the organization for which they are responsible. However, they need to develop their personal capital in certain aspects. Respondent district governors complaint that certain source of constraints in Turkish administrative system exist as significant obstacles to be effective and efficient public managers. Key Words: New Public Management, Public Managers, District Governors. 1. Introduction The 1980s and 1990s have seen a plethora of reinventing, rationalizing, reengineering and reforming initiatives designed to improve the organizational efficiency and effectiveness of the public service. -
31295019149813.Pdf (6.632Mb)
WHY DO CITIZENS PROTEST IN NEW DEMOCRACIES?: A COMPARATIVE ANALYSIS OF PROTEST POTENTIAL IN MEXICO, SOUTH AFRICA, AND SOUTH KOREA by YOUNG-CHOUL KIM, B.S., M.A. A DISSERTATION IN POLITICAL SCIENCE Submitted to the Graduate Faculty of Texas Tech University in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY Approved Chairperson of the Committee " < • • "• ^ \ Accepted Dean of the Graduate School December, 2003 TABLE OF CONTENTS ABSTRACT vi LIST OF TABLES viii LIST OF FIGURES ix CHAPTER L INTRODUCTION 1 Organization of the Study and Summary 6 IL THE LITERATURE 9 Unconventional Forms of Political Participation 10 Concept of Unconventional Forms of Political Participation 12 Perspectives of Unconventional Forms of Political Participation 19 Socio-Psychological Perspective 21 Rational Choice Perspective 26 Cultural Change Perspective 30 The Other Perspective 34 Summary 35 m. CASE STUDIES 39 Mexico 40 Historical Background 40 Democratization 42 Summary and Unconventional Forms of Political Participation 44 South Africa 48 Historical Background 48 Democratization 50 Summary and Unconventional Forms of Political Participation 52 South Korea 55 Historical Background 55 Democratization 60 Summary and Unconventional Forms of Political Participation 62 Summary 64 IV. VARIABLES, DATA, AND METHOD 75 Introduction 75 Hypotheses 77 Indicators and Variables 78 The Dependent Variable: Unconventional Forms of Political Participation 78 The Independent Variables 80 Baseline 80 Cognitive Skills 82 Value Changes 83 Dissatisfaction