385 Policy & Politics • vol 42 • no 3 • 385-401 • © Policy Press 2014 • #PPjnl @policy_politics Print ISSN 0305 5736 • Online ISSN 1470 8442 • http://dx.doi.org/10.1332/030557312X655585 article Democratising the non-profit sector: reconfiguring the state–non-profit sector relationship in the UK Stephen Elstub, stephen.elstub@uws.ac.uk Lynne Poole, lynn.poole@uws.ac.uk University of the West of Scotland, UK This article argues that wherever non-profit organisations fulfil significant publicly funded service delivery roles, they must have an internal
67 Voluntary Sector Review • vol 8 • no 1 • 67–88 • © Policy Press 2017 • #VSR Print ISSN 2040 8056 • Online ISSN 2040 8064 • http://dx.doi.org/10.1332/204080516X14803296766679 Accepted for publication 02 November 2016 • First published online 05 December 2016 research Situating a public funding experiment within the landscape of political ideas about the non-profit sector Karine Levasseur, karine.levasseur@umanitoba.ca Sid Frankel, sid.frankel@umanitoba.ca University of Manitoba, Winnipeg, Manitoba, Canada This article examines a recent funding
73 FOUR Shifts in welfare governance: the state, private and non-profit sectors in four European countries Menno Fenger As we have seen in other chapters of this book, the administration and implementation of welfare involve a wide variety of state organisations, private commercial organisations and non-profit organisations. However, the roles and positions of these state, private and non-profit organisations in administering and implementing social policies vary significantly between countries. This variation is commonly attributed to the differences in welfare
345 Voluntary Sector Review • vol 5 • no 3 • 345–60 • © Policy Press 2014 • #VSR Print ISSN 2040 8056 • Online ISSN 2040 8064 • http://dx.doi.org/10.1332/204080514X14146770354770 research What we can learn from the recent foundation funding boom for the Irish non-profit sector? Michael Moriarty, All Hallows College, Ireland michael.moriarty@gmail.com In Ireland, a 10-year surge in foundation philanthropy is coming to an end. This article examines the role of this philanthropy and in particular its focus on organisations involved in social justice advocacy
-to-year improvement in academic performance. Day-to-day operations of the school are left to charter school principals and other leaders, who must regularly report to the board. As the main governing body of the charter school, the board of directors involves individuals with varied backgrounds and experience in both for-profit and non-profit sectors. Little is known about the dynamic interplay between a charter school, its board of trustees, and its environment. In this chapter, we seek more insight into the charter schools and their boards of director in the context of cross
over the past 30 years; it has now taken on characteristics of other welfare ‘models’ depending on the type of risk covered (Barbier and Théret, 2009). The French welfare state, as in other European countries, is seeking to redefine itself as a social investment state, where the prevention of social risks is as important, if not more important, than compensation for them. The characteristics of the French welfare state and its evolution have created certain relations between public authorities and the non-profit sector. The non-profit sector in France is
Introduction Saudi Arabia’s non-profit sector is at the cusp of a professionalisation revolution. While the study of Saudi public service and private sector organisations has been conducted quite exhaustively, there is little, if any, research on the non-profit sector ( Albloshi and Nawar, 2015 ; Hodges, 2017 ). Further, with the recent focus on making the non-profit sector a key contributor to the Saudi economy, through ‘ Vision 2030 ’,there has been a renewed focus on how professionalising the sector can help in this process ( Vision 2030 ). Vision 2030
47 Voluntary Sector Review • vol 5 • no 1 • 47–73 • © Policy Press 2014 • #VSR Print ISSN 2040 8056 • Online ISSN 2040 8064 • http://dx.doi.org/10.1332/204080514X13915102247894 research Networks of innovation: tracing the structures of flows among not-for-profit open source software foundations, philanthropies and intermediaries, 2004–06 Paul-Brian McInerney, pbm@uic.edu Kirsten Andersen, kander48@uic.edu University of Illinois at Chicago, USA Foundations are said to spark and facilitate innovation in the non-profit sector. This article offers a
philanthropy and the non-profit sector in the United States. However, the future of philanthropy and the sector is going to be determined, not by the transfer of wealth itself, but by the dollars that find their way into philanthropy, and how those dollars are leveraged. How will they shape philanthropy, the non-profit sector and the communities served? Given that philanthropy is significantly insulated from market forces and political pressures, it is up to philanthropy to discover pathways to greater impact. This article examines the potential of three strategies to
Maria Alessandra Antonelli* Istituto di Economia e Finanza, Universita di Roma 'La Sapienza', Piazzale A. Moro 5, 00185, Rome - Italy Managerial Discretion, Incentives and Governance Rules for Non-Profit Organizations Abstract - This paper analyzes the effects of managerial discretion and some possible solu tions in non-profit sector. It is shown how the traditional incentives' mechanisms are modi fied in a non-profit setting. In particular, market, reputational and ideological incentives are considered. The analysis highlights that new governance rules
