Nonprofit Organizations' Financial Obligations and the Paycheck Protection Program

We examine nonprofit organizations' involvement in the Paycheck Protection Program (PPP). The PPP provided participants with forgivable loans to pay employee salaries, increasing participants' financial flexibility during the pandemic. We examine the associations between nonprofits' prepandemic financial obligations (e.g., long-term debt and donorrestricted net assets) and PPP participation and participants' loan characteristics. First, we find nonprofit organizations participated at a lower rate than other small business industries and that nonprofits with greater financial obligations were more likely to participate in the program. Second, we find financial obligations were positively associated with the loan amount received as a percentage of total payroll costs. Last, although approximately 11% of nonprofits failed to obtain loan forgiveness, we find nonprofits with restricted net assets were more likely to have their loans forgiven. Our results suggest nonprofits with greater debt and donor obligations used the PPP to increase their financial flexibility.

Seniors' Long‐Term Care in Canada: A Continuum of Soft to Brutal Privatisation

We situate the contemporary crisis of COVID‐19 deaths in seniors' care facilities within the restructuring and privatisation of this sector. Through an ethnographic comparison in a for‐profit and nonprofit facility, we explore what we identify as brutal and soft modes of privatisation within publicly subsidised long‐term seniors' care in Vancouver, British Columbia, and their influence on the material and relational conditions of work and care. Workers in both places are explicit that they deliver only bare‐bones care to seniors with increasingly complex care needs, and we document the distinct forms and extent to which these precarious workers give gifts of their time, labour and other resources to compensate for the gaps in care that result from state withdrawal and the extraction of profits within the sector. We nonetheless locate more humane and hopeful processes in the nonprofit facility, where a history of cooperative relations between workers, management and families suggest the possibility of re‐valuing the essential work of care. [ FROM AUTHOR] Copyright of Antipode is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

When do arts organizations merge? A window of opportunity for nonprofit mergers

Negative repercussions of the COVID‐19 pandemic have escalated a continued interest in mergers. Research on the reasons or preconditions for merger implementation remains insufficient, however. This study focused on mergers involving arts organizations ("arts mergers”) and identified a set of conditions that open up a window of opportunity for nonprofit merger implementation. Two arts mergers have been studied using grounded theory. This study finds that nonprofit mergers are implemented when a shared concern for long‐term financial viability is coupled with foreseeable merger benefits and provision of merger support by external sources. Additionally, this study reports new findings on arts mergers and their unique traits. Findings suggest that support for mergers or similar types of interorganizational integration can be an effective means for strengthening the long‐term sustainability of nonprofits and the sector at large.

Variables Affecting Congregation's Trust and Mosque Organizational Performance: Acces la Success

Mosque is a non-profit community organization, where the purpose of its establishment is not to seek profit, so this objective makes it different from commercial organizations. "Takmir" (manager of a mosque)as a manager, has the responsibility and trust of the congregation. This was explanatory research with a quantitative approach. The level of a good trust can be improved by consinously improving the quality of variabels so that the mosque organization managed can run properly and correctly and the congregation's trust can be achived. When the good mosque governance concept with the principles, internal control and services are used properly, it will be able to improve organization performance. Congregation's trust in the takmir to improve the performance of the mosque's organization can be achieved by increasing the ability, kindness and integrity of the takmir. The congregation's trust in the takmir will affect its intensity in participating in activities organized by the mosque, in which it will directly affect the performance of the mosque's organization. For Next research, it is recommended to add a variable of the concept of leadership from organizational managers. The participation variable from the congregation and the community, and professional variables, Professional someone will have a positive and significant impact on the quality of work.

Improving Drug Development for Rare Patients Post-COVID

Engaging the FDA from an early time point helped to paint a confident development roadmap as did the trailblazing work from an earlier program led by Dr. Timothy Yu at Boston Children's Hospital.2 Through this collaboration, a new way of advancing life-saving medicine is born-a furthering of the template first forged by Dr. Yu in an effort to define a path for families, academics and clinicians to treat even a single patient impacted by a genetic disease. Concepts from as the potential for 2D and 3D tissue modeling in lieu of an animal model to test efficacy to common delivery platforms in the case of AAV reducing the need for repetitive vector toxicology. A recent report by McKinsey cited that 45% of respondents (cell and gene therapy companies) expected delay's of 3-6 months on average for development programs.4 Diving into the details, delay's regarding site activation for clinical trials, patient recruitment for trials and follow up appointments of enrolled patients were top areas of delays with 55% of respondents citing these three areas as delayed. Lessons such as allowing virtual trials visits informed by diagnostic tests being done locally rather than having the patient go to a clinical trial site thereby limiting visits, trial burden and potential exposure (even in a post-COVID world).

Proteins get $210 million gift

The institute intends to provide scientists with synthetic antibodies and other protein tools to help illuminate fundamental biological processes and therapeutic leads. BIOMEDICINE ;Immunologist Timothy Springer, a founder of vaccinemaker Moderna, this week announced he will give $210 million to a nonprofit research center he created to develop the use of proteins for medical research. [Extracted from the article] Copyright of Science is the property of American Association for the Advancement of Science and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

THE ROLES OF SOCIAL MEDIA INFLUENCERS ON ONLINE FUNDRAISING IN INDONESIA

[...]this study aims to understand the roles of SMIs in fundraising activities, to identify the influencers' attributes which affect their followers' willingness to donate, and to explore the motivation of the followers to donate. [...]few studies use social media influencers and their attributes as an object. [...]the researchers are interested in using Rachel Vennya, who is an online celebrity, to engage with potential donors through her social media outlet and get them to make donations. [...]the aims of this study are to understand the roles of social media influencers in contributing to fundraising activities, to identify the influencer's attributes that affect the willingness of his/her followers to donate money and to discuss the motivation for the followers' intentions to donate. The influencers are potentially effective because they have some personal factors and content that is commonly preferred by people, proven by their large numbers of followers (Tafesse & Wood, 2021). [...]the researchers aim is to understand the roles of social media influencers in contributing to fundraising activities and to identify the influencers' attributes that affect the willingness of their followers to donate money. 2.

Inclusive Community Aquatics Programming for Children with Developmental Challenges: A Community Participatory Action Research

Background: Children who are neurodiverse have traditionally been segregated from their peers in community-based programs, despite evidence of health benefits of inclusive education. Objectives: This community-initiated project aims to explore barriers and facilitators to inclusive aquatics programming for children with developmental and/or mental health challenges. Methods: Using a participatory-action research methodology, semi-structured interviews and focus groups were conducted with 14 participants from various stakeholder groups, including parents of children who are neurodiverse, helping professionals, and community programmers. Results: Participants described unique definitions of inclusion, from integration with neurotypical peers, to individualized goal-setting and achievement. Major facilitators include adequate resources, flexibility around accommodations, and motivated staff. Major barriers include social stigma, financial limitations, and lack of communication between caregivers and service providers. Conclusions: Participants felt strongly about the need to improve inclusion practices within aquatics—and other community-based—programs. Increased collaboration between families, community programmers, and helping professionals can foster better inclusion and outcomes for children who are neurodiverse. By incorporating various perspectives into the design of future programs, program administrators can ensure more equitable access such that all children are able to participate.

What Members Need in Work Situations: Two Samples of Essential Managerial Leadership Behaviors: JMI

Violent incidents, terrorist attacks, senseless shootings, health issues such as the Coronavirus, and natural disasters call attention to managerial leadership in crisis situations. Yukl and Van Fleet (1982) did the seminal work on this topic extended by Peterson and Van Fleet (2008) and Peterson et al. (2012). More recently, Geier (2016) reported findings based on firefighters while Htway and Casteel (2015) and Kapucu and Ustun (2018) studied public sector organizations. Since these studies all involved nonprofit organizations, an extension to for-profit organizations is warranted. There are differences between profit organizations and not-for-profit organizations (Collins, 2001;Collins, 2005). Because of the goals involved, there may be differences in the managerial leadership behaviors required by these types of organizations. Hannah and Parry (2013) specifically recommend expanding leadership research to many different extreme situations in an effort to understand different managerial leadership behaviors that adapt to varying crisis situations. Two samples reported here identify the critical managerial leadership behaviors desired by for-profit organizational participants in both stable and crisis situations. Finally, implications, limitations, and future research are discussed.

Coordination in a not-for-profit organisation during the COVID-19 pandemic: organisational sensemaking during planning meetings

PurposeThe authors examine how a not-for-profit organisation (NPO) coordinates NPO's actions during the coronavirus disease 2019 (COVID-19) global pandemic to remain focussed on strategic and operational goals.Design/methodology/approachThe authors conducted a live case study of an NPO as the crises caused by the COVID-19 pandemic unfolded. Drawing on a sensemaking perspective that incorporates sensegiving, the authors develop a framework of five types of organisational sensemaking. The authors analyse weekly planning meetings during which managers discussed past performance, forecast performance and the forecast duration of current cash reserves.FindingsThe authors show how three of the five types of organisational sensemaking helped to coordinate actions. The authors highlight how accounting information triggers organisational sensemaking processes;but depending on the type of organisational sensemaking, accounting information has little further role. The authors also show that the stability of decisions depends on the types of organisational sensemaking.Practical implicationsThe authors show how coordination as a management control practice is enabled by organisational sensemaking within an NPO during a crisis. Organisational sensemaking enabled the agreement of actions, which enabled coordination. Accounting practices provided trigger mechanisms to facilitate organisational sensemaking.Originality/valueSince this study is the first to examine sensemaking processes and accounting practices in coordination in an NPO in a pandemic, the authors contribute to the limited research on NPOs during crises and on the management control practice of coordination. The authors extend the accounting literature on sensemaking by showing that, whilst accounting triggers organisational sensemaking, accounting is only implicated in one type of organisational sensemaking and by revealing the different outcomes of the different types of organisational sensemaking.

Organizational decision‐making during COVID‐19: A qualitative analysis of the organizational decision‐making system in the United States during COVID‐19

This study sought to understand COVID‐19‐related organizational decisions were made across sectors. To gain this understanding, we conducted semi‐structured interviews with organizational decision‐makers in North Carolina about their experiences responding to COVID‐19. Conventional content analysis was used to analyse the context, inputs, and processes involved in decision‐making. Between October 2020 and February 2021, we interviewed 44 decision‐makers from the following sectors: business (n = 4), community non‐profit (n = 3), county government (n = 4), healthcare (n = 5), local public health (n = 5), public safety (n = 7), religious (n = 6), education (n = 7) and transportation (n = 3). We found that during the pandemic, organizations looked to scientific authorities, the decisions of peer organizations, data about COVID‐19, and their own experience with prior crises. Interpretation of inputs was informed by current political events, societal trends, and organization mission. Decision‐makers had to account for divergent internal opinions and community behaviour. To navigate inputs and contextual factors, organizations decentralized decision‐making authority, formed auxiliary decision‐making bodies, learned to resolve internal conflicts, learned in real time from their crisis response, and routinely communicated decisions with their communities. In conclusion, aligned with systems and contingency theories of decision‐making, decision‐making during COVID‐19 depended on an organization's 'fit' within the specifics of their existing system and their ability to orient the dynamics of that system to their own goals. [ FROM AUTHOR] Copyright of Journal of Contingencies & Crisis Management is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Hospital and Health System Finances: Interview with Health Care Expert Lisa Goldstein

Hospitals continue to experience negative margins, with hospital expenses decreasing slightly since the start of the pandemic, but not enough to address impacted volumes and revenues. As a result, issues regarding hospital and health system debt and financial sustainability weigh heavily on health care admini - strators. Hospital finances, and specifically, the management of bonds and debt, are of vital concern, particularly in light of the elimination of CARES Act funding and the forthcoming expiration of the federal Public Health Emergency COVID-19 plan. In this article and accompanying podcast episode, Nursing Economics Editorial Board Member Dr. Therese Fitzpatrick talks with leading health care expert Lisa Goldstein, MPA, about the rising pressures to maintain financial sustainability as hospital margins react to post-pandemic admissions and related adjustments.

Telecommuting adaptation of a nonprofit organization due to the COVID-19 pandemic

In response to the COVID-19 pandemic, which has disrupted lives around the globe, organizations have transitioned to telecommuting. Further research is required to address gaps in the literature regarding the perspectives of employees and organization leaders of these telecommuting policies. This study examined how leaders and employees of a nonprofit organization in southeast Florida perceived implementation of and adaptation to telecommuting policies in response to COVID-19. The study specifically assessed behavioral and utilitarian variables associated with social exchange theory, such as individual engagement and social settings and effects in the workplace, which related to social distancing and telecommuting policies. The data were collected through interviews with 12 employees using purposive sampling techniques, who worked for at least 6 months in a nonprofit organization and exploration of peer-reviewed articles from the past 5 years. The recommendations for organizations based on the findings in this research included to establish new policies and strategies to foster a safe environment that prevents isolation and disconnectedness and meets community goals when adopting telecommuting. In addition, organizations should implement health checks and associated benefits to reduce operational expenses, promote flexibility, and fulfill work and personal responsibilities. Telecommuting has implications for positive social change in that it expands productivity and increases satisfaction within organizations. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

"Building a Presence": Strategies Used to Implement and Expand Palliative Care Services Across Six Diverse Health Systems (Sci205)

1. Label the strategies used in implementing palliative care programs and demonstrate how the various strategies impacted acceptability and adoption. 2. Connect implementation strategies with teaming concepts, both within palliative care teams and between teams (ie, palliative care with oncology, primary care, or other specialty care teams). Implementation strategies are methods or techniques used to improve the adoption of new practices. Team-based health care, or teaming—which is when at least two providers work collaboratively within and across settings to achieve high-quality coordinated patient care—is necessary for successful palliative care. Understanding which strategies are related to teaming and their importance in different settings is essential for achieving desired outcomes in palliative care. Identify and compare implementation strategies related to teaming used by six diverse health systems in expanding palliative care services Sixty-five longitudinal interviews conducted over 2 years with implementers representing academic, large nonprofit, public, and community hospitals. Content analysis using the Expert Recommendations for Implementing Change (ERIC) strategies and strategy domains for categorizing implementation strategies. More than 35 of the 73 ERIC strategies were identified;strategies related to teaming fell primarily into three domains: 1) support clinicians, 2) train and educate stakeholders, and 3) develop stakeholder interrelationships. Creating new clinical teams (support clinicians) where there were previously none was an essential strategy;those unable to fully staff their teams experienced program establishment delays. Ongoing training, specifically in-person group trainings, and educational meetings (train and educate stakeholders) by the palliative care team to promote awareness and competencies within and across teams, were hindered by the COVID-19 pandemic, limiting initial adoption. Developing stakeholder interrelationships, particularly involving executive boards/leadership, was perceived as a necessary ongoing strategy for program establishment, adoption, and sustainability. Strategies related to teaming include creating palliative care teams, training and educating the interdisciplinary team and referring providers, and establishing relationships with providers and leadership, which impact the acceptability and adoption of palliative care services. Strategies promoting within and cross team relationships, education, and clinician support are necessary when expanding palliative care services and should be continuous. [ FROM AUTHOR] Copyright of Journal of Pain & Symptom Management is the property of Elsevier B.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full . (Copyright applies to all s.)

Combating COVID-19 through Collaborative Governance: Lessons from East Asia

Collaborative governance plays a significant role in crisis management and greatly contributes to the fight against COVID-19. This article demonstrates how East Asia effectively combats COVID-19 through collaboration with enterprises, nonprofit organizations, and citizens. By comparing different countries' responses, this study proposes three different types of collaborative governance models employed in combating the pandemic, namely the Chinese state-led cooperation model, South Korea's state-society synergy model, and Japan's social voluntary cooperation model. The findings demonstrate that there is no one-size-fits-all model to respond to the COVID-19 crisis. The specific response initiative that the government adopts is shaped by its state intervention and coercion capacity, as well as the social voluntary cooperation norm. Each country should take anti-pandemic measures based on its specific conditions. Achieving a balance between preventing the pandemic and maintaining social economic development is a challenge for governments. The three collaboration models drawn from the East Asian experience provide valuable lessons for combating the global pandemic and future crises.

Communication for Coproduction: The Informational Role of Nonprofit Organizations

Governments and citizens need to coproduce a better response to the coronavirus pandemic. However, the unavailability and inaccessibility of essential information, the information asymmetry between governments and citizens, the misinformation, and the information overload all influence coproduction adversely. NPOs worldwide are making useful information available and accessible to governments and citizens, serving as information intermediaries to reduce the degree of information asymmetry, increasing information credibility to lighten the information overload, and clarifying misinformation. All these informational roles of NPOs are valuable to governments and citizens for fighting against the coronavirus and coproducing better health outcomes.

Non-profit effectiveness: A multiple case study on effective non-profit leadership approaches

There is limited research on effective leadership approaches in 501(c)(3) non-profit organizations. Non-profit organizations help to build community sustainability. The problem to be addressed by the study is the difficulty of identifying the appropriate leadership approach to use in 501(c)(3) non-profit organizations that enhance community sustainability. This qualitative multiple case study aimed to explore the leadership approaches 501(c)(3) non-profit organization decision makers in North Carolina use and why they perceive these approaches to be effective in enhancing the community sustainability of the communities they serve. The aspect of community sustainability focused on was social well-being. Participants were decision makers in a 501(c)(3) non-profit organization in North Carolina;were two executive directors, a president, and a program director, from different 501(c)(3) non-profit organizations;and had experience planning programs and events for the community. The sample size for this study was four. Semi-structured interviews, participant observations, and a leadership checklist were used to collect data. The data were analyzed using thematic analysis. Five themes answered the research question: (a) focused approach, (b) additional approaches, (c) decision making, (d) employee growth, and (e) impact. The findings from this study may help 501(c)(3) non-profit organization leaders understand which leadership approaches may effectively enhance the social well-being of the communities they serve. A limitation of this study is the small sample size due to COVID-19. Another limitation is not being able to talk to all 501(c)(3) non-profit organization decision makers. Future researchers can improve this study by conducting sustained interviews and multiple participant observations in person with each participant. Future researchers should also interview other employees, volunteers, and constituents in the organization. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Emerging from disruptions and ambiguities: Understanding local government innovative responses during the challenges of the COVID-19 pandemic

This article investigates the utility of an integrated approach which combines the Incident Command System (ICS) model and the Disruption-Ambiguity-Innovation-Challenge model, for understanding local government homeless service responses during the COVID-19 pandemic. A case study in the City of Dallas, Texas is used to understand how three functional areas of the ICS (authority, operations, and finances), were influential in creating disruptions, ambiguities, innovations, and challenges for local government and its nonprofit partners. By using an integrated approach, we identify challenges, learning outcomes, and action strategies useful for consideration for local governments' strategies for crisis management.

The Importance of Vertical and Horizontal Collaboration: United States' Response to COVID-19 Pandemic

COVID-19 has devastated the global community at an alarming rate. Conventional approaches like command and control are ineffective to respond to this pandemic. The complex and interdependent nature of the pandemic demands collaborative efforts among actors across diverse segments and different levels of government. Collaboration is critical during this pandemic because it can enable a more coordinated response, resources can be shared, trust among the parties can be enhanced, and duplication of efforts can be minimized. In this commentary, drawing on the literature on collaboration, we discuss the importance of vertical and horizontal collaboration by examining the U.S. response to COVID-19. This commentary underscores the importance of vertical and horizontal collaboration among all levels of government, private entities, and nonprofit organizations in effectively responding to COVID-19 and ensuring the health and safety of Americans. This commentary concludes by making recommendations for improving both vertical and horizontal collaboration during the current pandemic and future public health emergencies.