Search

This article presents a case study of a community garden in Israel, the product of a collaboration between a Social Service Nonprofit Organization (SSNO) providing mental health rehabilitation services and a real-estate business firm. The study examines the inter-organizational dynamics of this collaboration, as well as its benefits and challenges for the SSNO and its service users, based on interviews with key figures, onsite observations, and document analysis. The results indicate that collaboration with business can offer SSNOs benefits in terms of financial resources and volunteers, but at the same time involves difficulties, which are intensified in the context of mental health SSNOs. [ABSTRACT FROM AUTHOR]

COVID-19 has heralded a health and socioeconomic crisis that has made it difficult for nonprofit human service organizations (NPHSOs) to play their social roles and achieve their goals. This article examines how the merger of NPHSOs can serve as a strategy for coping with an organizational crisis caused by external extreme events such as the COVID-19 pandemic. The study focused on eight mergers of Israeli NPHSOs. Using in-depth interviews and a survey methodology of senior managers and board members who have participated in the merger process, we explore the motives, challenges, and key processes characterizing these mergers. The findings are organized around three stages in the merging process – the Three P's in human service mergers: Pre-merger, when the motives and barriers were examined; Process, where decision-making mechanisms, issues of belonging and identity, and coping with conflicts and trust-building were examined; and Post-merger, where attitudes toward the outcomes of the merger and its success in various organizational areas were assessed. The findings also point to a lack of proper preparation and orientation for the merger, ego struggles between managers and workers, and the need for socializing the employees to the merger. We conclude by discussing the importance of planning for and attending to the human capital in the merged NPHSOs, the need to build a shared sense of belonging, and the value of shaping a new and shared organizational culture. Implications to theory, practice, and policy are discussed. Executives of nonprofit human service organizations considering a merger in response to a crisis should prepare, orient, and socialize executives, board members, and employees before entering the merger process; part of this socialization should include emotional dimensions of trust building, respect, and empathy. Executives should establish mechanisms for shared decision-making and for coping with conflicts. Executives and board members should collaborate to plan the merger strategically (i.e. establish goals before initiating the merger) to make the process more efficient, effective, and adjusted to expected and unexpected events in the external environments. Umbrella organizations, infrastructure organizations, government agencies, and funders should develop knowledge and support systems to help organizations consider mergers. Funders should be engaged in due diligence to assess the organizations' financial and economic resilience before the merger. They should also consider the synergies of the merger and its added value to the beneficiaries before entering the process. [ABSTRACT FROM AUTHOR]

The paper analyzes the relations between the government and Civil Society Organizations (CSOs) during the COVID-19 pandemic in Israel. The paper presents the inconsistent policy of the government, which has been influenced by various interest groups and the very limited financial support allocated to CSOs during the health, economic and social crisis. The paper describes the government’s alienated attitude toward the CSOs as well as the reasons for that behavior. Special attention is devoted to the government’s misunderstanding of the mission and roles of CSOs in modern society, especially at times of crisis and national disasters. The paper also analyzes the organizational and strategic behavior of CSOs toward the government, which has also contributed to the alienated attitude of the government toward them. I argue that relations between CSOs and the government should be based on more trust, mutuality, and understanding on the part of both actors in order to change power-dependence relations, and that there is a need to establish more cross-sectoral partnerships for the benefit of citizens.

This paper presents findings from a study on intergenerational transmission of philanthropic values and behavior among wealthy Israeli donors. The main findings show that the influence of the family is considerably greater than that of the environment, and that the family shapes the philanthropic behavior of the second-third generation. Discourse among family members also has a major impact on the continuity of philanthropic activity of the offspring. The paper enhances understanding of the contribution of philanthropic education, engagement in philanthropic activity, and participation in decision-making to the process of transmitting philanthropic values from parents to offspring., Author(s): Hillel Schmid [sup.1] , Hanna Shaul Bar Nissim [sup.2] , Ronit Nirel [sup.3] Author Affiliations: (1) grid.9619.7, 0000 0004 1937 0538, Paul Baerwald School of Social Work and Social [...]

This authors present findings of research exploring the relationships between government and philanthropy in Israel. The main findings indicate a gradual change, from the previously strained relationships between the two towards an accepting and collaborative approach, resulting in the development of innovative and creative social, economic, and educational initiatives. This change is a result of the 'Interfacing Round Tables' which serve as the vehicle for creating a dialogue between the government, the business sector, and nonprofit organizations. Nevertheless, there is still a perceived ideological and cultural gap that must be bridged in order to achieve the added value of collaboration for the benefit of clients and citizens. Cross-sector partnership as an option is also proposed and discussed., Author(s): Hillel Schmid[sup.1] , Hanna Shaul Bar Nissim[sup.1] Author Affiliations: Hillel Schmid is The Centraide L. Jacque Menard Chair in Social Work for the Study of Volunteer and Nonprofit Organizations, [...]

The article describes and evaluates an innovative experiment in education and training of social workers at an academic learning center, which was established by the Hebrew University's School of Social Work and Social Welfare in a neighborhood of Jerusalem. The project focused on strengthening the link between theory, research, and practice. Participants were exposed to advanced theories and macropractice seminars, and gained practical experience as well as tools and technologies for coping with the social problems faced by Jerusalem neighborhoods. In that process, they became aware of the difficulties involved in initiating programs and in establishing coalitions with neighborhood institutions, residents, and other constituencies. The article deals with the achievements of the learning center, as well as with the difficulties and dilemmas encountered in the effort to sustain collaboration between the university and the community. In addition, issues related to supervision of students specializing in community work and practice, and implications for social work education are presented and discussed.

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.childyouth.2007.03.001 Byline: Hillel Schmid Keywords: Children at risk; Preventive services; Therapeutic programs; Out-of-home placement; Community-based settings Abstract: The article and the findings in it are based on a learning process implemented by a national committee in Israel, which examined the status of children at risk. The findings relate to the share of government expenditures for prevention and treatment programs, as well as findings on the relationship between expenditures for children in out-of-home placement and expenditures for children in community-based settings. Data on the distribution of expenditures for children by age group reveal that expenditures for early childhood programs are lowest. The proposed conceptual framework integrates the need for the government to articulate its commitment to children at risk. Accordingly, it is recommended to create binding arrangements between the government and local authorities, in order to ensure the flow of resources to children at risk. Furthermore, it is recommended to create mechanisms for continuity of care which ensure maximal coverage of the children. Toward this end, it is necessary to develop advanced information systems and systems for managing knowledge, as well as advanced systems of supervision and control, which are adapted to different ethnic groups. Author Affiliation: Paul Baerwald School of Social Work and Social Welfare, The Hebrew University of Jerusalem, Mt. Scopus, Jerusalem 91905, Israel Article History: Received 14 February 2007; Revised 19 March 2007; Accepted 21 March 2007

The article examines the question: What makes the difference between nonprofit organizations and for-profit organizations providing home care services? The organizational properties examined are type of ownership and age of the organization. Multiple regression analysis was conducted in order to examine the relationships between these properties and process variables such as training workers, growth of clientele, and increase in income and expenses. The results reveal that structural properties such as age indeed affect the difference between nonprofit and for-profit home care organizations. Findings also indicate that type of ownership generates the differences between the organizations as well as the dynamics between them. KEYWORDS. Nonprofit organizations, for-profit organizations, ownership, age of organization

The essay presents the recent developments in nonprofit human service organizations that belong to the 'third sector.' The author describes and analyzes the changing context of human services, in which a new division of labor has emerged between the government and nongovernmental organizations, including nonprofit and for-profit service providers. 'Demand and supply' theories are presented, in order to explain the mission, goals, and roles of nonprofit human service providers and their contribution to the state economy. Finally, the author explores the extent to which these organizations actualize their ideology in a society characterized by growing inequality, and by widening social and economic gaps between 'haves' and 'have nots.' KEYWORDS. Nonprofit human service organizations, government failure theory, contract failure theory, third-party government theory, entrepreneurship theory, trustworthiness, disguised nonprofits, shadow government

The article discusses lessons for executive directors in human service organizations, for managing organization-environment relationships. The first section reviews the three main theories of organization-environment relations: ecological theories, institutional theories, and adaptation theories (with emphasis on the political-economy and resource-dependency perspectives). Following this presentation, the article discusses the lessons derived from each of the theoretical approaches for executive directors in human service organizations. Emphasis is placed on several types of organizational behavior: passive and reactive organizational behavior, accepting environmental constraints; strategic behavior that conforms to the demands of the government and funding sources; and, alternatively, proactive strategies as expressed in new initiatives and attempts to identify threats and opportunities that will change the power-dependence relations between the organization and its environment. As regards the lessons for executive directors in human service organizations, given the rapid changes in their environments, it is important for them to develop an external organizational orientation and manage the environment just as they manage the organization's internal environment. In this way, they attain the legitimacy and resources needed for the organization's survival. E-mail address: Website: KEYWORDS. Changing environments, ecological theories, institutional theories, adaptation theories, reactive-proactive strategies, managing dependencies.

Residential boarding schools for underprivileged and deprived children are evaluated. The authors argue that boarding schools that demonstrated moderate levels of centralized authority but high levels of formalization were the most effective in responding to the children's needs.