1996
DOI: 10.1111/j.1467-9906.1996.tb00387.x
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Nonprofit Housing Organizations and Institutional Support: The Management Challenge

Abstract: The viability of the low income housing built by nonprofit organizations in US cities hinges on the ability of these groups to maintain and manage it. Nonprojt sponsors and their institutional support system have only recently begun to recognize the importance of property and asset management. First priority continues to be housing production, followed by organizational capacity building. This paper explores how the institutional support network for nonprofit housing has begun to address the need for stronger … Show more

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Cited by 18 publications
(13 citation statements)
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“…Similarly, the capacity of CDCs-neighborhood nonprofit entities engaged in the production of low-income housing, economic development, and community building-is conceived as a set of organizational characteristics presumed to underlie effective management and goal attainment. Thus, for example, Schwartz, Bratt, Vidal, and Keyes (1996) are particularly interested in how external institutional networks provide CDCs with training, technical assistance, and general operating support, characteristics that they suggest constitute "organizational capacity" (p. 391).…”
Section: Organizational Capacity and Organizational Effectivenessmentioning
confidence: 99%
“…Similarly, the capacity of CDCs-neighborhood nonprofit entities engaged in the production of low-income housing, economic development, and community building-is conceived as a set of organizational characteristics presumed to underlie effective management and goal attainment. Thus, for example, Schwartz, Bratt, Vidal, and Keyes (1996) are particularly interested in how external institutional networks provide CDCs with training, technical assistance, and general operating support, characteristics that they suggest constitute "organizational capacity" (p. 391).…”
Section: Organizational Capacity and Organizational Effectivenessmentioning
confidence: 99%
“…Since the late 1980s, the non-profit sector has played an increasing role in the production and management of low-income housing (Dreier and Hulchanski, 1993;O'Regan and Quigley, 2000;Schwartz et al, 1996;Vidal, 2002;Walker, 1993). The number of housing non-profits, their staff sizes, budgets and the units they either produced or manage all increased dramatically during the 1990s.…”
Section: Devolution and Deconcentration: Contextualising The Rise Of mentioning
confidence: 97%
“…Poor property management and undermaintenance increase tenant turnover and incur significant costs (e.g. Harmon and McKenna-Harmon 1994;Schwartz et al 1996). Finally, small landlords experience higher risks from moral hazard; they are unable to collect security deposits large enough to fully mitigate the risks of inadequate tenant screening and the corresponding rates of eviction, property neglect, and vandalism (e.g.…”
Section: Previous Researchmentioning
confidence: 98%