Abstract:This article explores how local economic structure directly and indirectly affects community philanthropy. Drawing on campaign data for local United Way (UW) affiliates at three points in time (1990, 2000, and 2010), the article tests the degree to which the relationship between economic structure and community philanthropy is mediated through local stocks of human resources and social capital. The results suggest that retail employment and industrial concentration negatively affect local UW campaigns, while n… Show more
“…Saxton and Benson () found that the growth of the nonprofit sector is positively related to the level of social capital in the community. Paarlberg and Yoshioka () also found a positive correlation between social capital and community philanthropy. Nonprofits are not only influenced by the level of social capital in a community.…”
Section: Determinants Of Nonprofits' Involvement In the Cogovernance mentioning
confidence: 88%
“…Without committed residents in the community and a certain level of community stability, it is very challenging for nonprofits to stay through this complicated process. The local homeownership rate is often used in previous literature as indicators of community stability and citizens' long‐term commitment to the community (Paarlberg and Yoshioka ). Hypothesis 2: The likelihood of a nonprofit's involvement in public service planning and design is positively correlated with the stability of the community in which the nonprofit operates.…”
Section: Determinants Of Nonprofits' Involvement In the Cogovernance mentioning
This article investigates the determinants of nonprofits' involvement in cogovernance, or the planning and design of public services, using a unique data set of park-supporting nonprofit organizations in large U.S. cities. The results indicate that nonprofits are more likely to get involved in cogovernance when they are younger, larger, and operate in communities that are more resourceful and stable. In addition, the likelihood of nonprofits' involvement in cogovernance is negatively associated with the level of social capital and government capacity to provide corresponding public services. The article points to an emerging mode of government-nonprofit collaboration that goes beyond the production and delivery of public services. As public managers face extensive challenges in sustaining the desired level of public services, these findings have important policy implications for efforts to promote citizen participation and cross-sector solutions to complex social problems.
Evidence for Practice• Cogovernance is a distinct type of nonprofit support for public services. Involving citizens and nonprofits in the design and planning of public services requires a different set of organizational and community capacities compared with involving nonprofits in the delivery of public services. • As local governments face or suffer from increasing fiscal pressure, nonprofits' involvement in cogovernance may become more prevalent. Both local governments and nonprofits need to be strategic and proactive about it. • Cogovernance is not a panacea. It raises important management and governance questions for the design and reform of public service systems. Minnesota, where he teaches public and nonprofit management. His research focuses on a range of theoretical and managerial questions at the nexus of governance, government-nonprofit relationships, coproduction, and the distributional and performance implications of cross-sectoral collaboration, often with a substantive focus on urban sustainability.
“…Saxton and Benson () found that the growth of the nonprofit sector is positively related to the level of social capital in the community. Paarlberg and Yoshioka () also found a positive correlation between social capital and community philanthropy. Nonprofits are not only influenced by the level of social capital in a community.…”
Section: Determinants Of Nonprofits' Involvement In the Cogovernance mentioning
confidence: 88%
“…Without committed residents in the community and a certain level of community stability, it is very challenging for nonprofits to stay through this complicated process. The local homeownership rate is often used in previous literature as indicators of community stability and citizens' long‐term commitment to the community (Paarlberg and Yoshioka ). Hypothesis 2: The likelihood of a nonprofit's involvement in public service planning and design is positively correlated with the stability of the community in which the nonprofit operates.…”
Section: Determinants Of Nonprofits' Involvement In the Cogovernance mentioning
This article investigates the determinants of nonprofits' involvement in cogovernance, or the planning and design of public services, using a unique data set of park-supporting nonprofit organizations in large U.S. cities. The results indicate that nonprofits are more likely to get involved in cogovernance when they are younger, larger, and operate in communities that are more resourceful and stable. In addition, the likelihood of nonprofits' involvement in cogovernance is negatively associated with the level of social capital and government capacity to provide corresponding public services. The article points to an emerging mode of government-nonprofit collaboration that goes beyond the production and delivery of public services. As public managers face extensive challenges in sustaining the desired level of public services, these findings have important policy implications for efforts to promote citizen participation and cross-sector solutions to complex social problems.
Evidence for Practice• Cogovernance is a distinct type of nonprofit support for public services. Involving citizens and nonprofits in the design and planning of public services requires a different set of organizational and community capacities compared with involving nonprofits in the delivery of public services. • As local governments face or suffer from increasing fiscal pressure, nonprofits' involvement in cogovernance may become more prevalent. Both local governments and nonprofits need to be strategic and proactive about it. • Cogovernance is not a panacea. It raises important management and governance questions for the design and reform of public service systems. Minnesota, where he teaches public and nonprofit management. His research focuses on a range of theoretical and managerial questions at the nexus of governance, government-nonprofit relationships, coproduction, and the distributional and performance implications of cross-sectoral collaboration, often with a substantive focus on urban sustainability.
“…Globalizing/devolutionary forces have increasingly led to local governments retreating from direct service provision, shifting the burden of community welfare to nonprofits and private organizations in the “neoadministrative” state (Durant ; Howlett ; Kettl ; Milward and Provan ; Sclar ). The economic structure of a local market also impacts community policy capacity (Paarlberg and Yoshioka ). By shifting problem‐solving burdens from governments to private actors, communities, and individuals, civic engagement, or collectively working to solve community problems, becomes all the more important.…”
Section: Globalization Devolution and Civic Welfarementioning
confidence: 99%
“…As such, the capacity of a community to respond to local needs has been a subject of discussion in public administration for several decades (Wolch ), and concern over this “uneven capacity” has been reiterated recently (Paarlberg and Yoshioka ). Public administration scholars have suggested that connecting elected leadership, bureaucratic management, and an engaged public is one of the primary challenges to effective governance in the coming decades.…”
Section: Globalization Devolution and Civic Welfarementioning
interests include food policy and practice, centering on community and state governance of food systems, the policy process, and community engagement. Her current research topics include food policy coalitions, food system planning, healthy food access, and food security.
Abstract :The twin forces of globalization and devolution have created administrative circumstances that strain the problem-solving capacity of local governments and increase the importance of nongovernmental processes and institutions. The literature suggests that locally owned firms are more likely to engender higher levels of civic engagement critical to buttressing that problem-solving capacity. This research adds an additional dimension, investigating to whom those firms sell and through which supply channels. Using survey results from hundreds of local firms across five study sites, this research demonstrates that locally facing firms-that is, firms that intentionally interface with community members and other local businesses-are associated with greater levels of civic and political engagement compared with locally owned firms that sell their products to customers elsewhere. Findings suggest that local governments should look beyond the local/nonlocal ownership binary to consider how private firms can be partners in serving and supporting their communities.
Practitioner Points• Local governance efforts to build community engagement might benefit more from specific collaborations with locally owned businesses that intentionally serve local community members rather than locally owned businesses generally. • Owners of local business who are affirmatively motivated by serving the needs of their community have higher levels of civic and political engagement than business owners who are motivated exclusively by conventional economic incentives. • Civic engagement of local business owners may provide a framework for understanding and perhaps even predicting whether some communities are better prepared for the benefits and burdens that come with devolution and privatization of services.
“…Therefore, federal expenditure in each county is necessary to control for the size of government (Grønbjerg and Paarlberg 2001;Lecy and Van Slyke 2013) and to estimate the effects of government expenditures in the nonprofit sector (Paarlberg and Yoshioka 2016). The data is obtained from the Census's USA Counties database.…”
The number of nonprofit organizations is rapidly increasing, which has led nonprofit practitioners to complain of funding scarcity, nonprofit scholars to closely study nonprofit competition, and policymakers to consider increasing nonprofit barriers to entry. Underlying each of these perspectives is an assumption of limited financial resources. We empirically examine this assumption using county-level panel data on nonprofit human services organizations from the National Center for Charitable Statistics. Contrary to the limited resources assumption, our fixed-effects models show that increasing nonprofit density, at its current levels, has the effect of increasing sector financial resources in each county. We suggest that these findings prompt a tradeoff for policymakers. A sector with free market entry results in a nonprofit sector with more, smaller nonprofits, but such a sector may have the capacity to serve more people because it has more total sector financial resources. Conversely, a sector with higher barriers to entry would translate to a sector with fewer, larger nonprofits with less overall capacity due to fewer sector financial resources.
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