Potential Conflict of Interest – or of Benefit?

Tuesday, March 13 2018 5:00 PM - 6:00 PM

Kenwood Interdisciplinary Research Complex (Room 1130)

Family and Business Relationships on a Nonprofit Governing Board

March 13, 2018 – 5:00-6:00pm
Kenwood Interdisciplinary Research Complex (Room 1130)
click link for directions

Presenters:
Dan Neely, Associate Professor, Lubar School of Business
Erica Harris, Professor, Anthropology
Colleen Boland, Asst. Professor, Lubar School of Business

Due to concerns about the possible exploitation of nonprofit status for the benefit of individuals, the IRS added new disclosures in 2005 and 2008 asking nonprofit organizations to disclose the existence of family and business relationships among board members. In 2008, the disclosures were expanded to identify the nature of these relationships among board members.

Do these relationships help or harm the organization?

Join us as we ascertain whether family and/or business relationships among board members has an impact on organization’s internal operations.

Neighborhood House: Managing Mission and Uncertainty in the Civil Rights Era

Monday, February 12 2018 5:30 - 6:30 PM

UW-Milwaukee Alumni House

February 12, 2018 – 5:30-6:30pm
UW-Milwaukee Alumni House

Neighborhood House: Managing Mission and Uncertainty in the Civil Rights Era

Ruth Hansen, Lecturer, UW-Whitewater

Neighborhood House, established in 1909, was the first social service organization in the young industrial city of Gary, Indiana, and one of four settlement houses that developed in Gary during the Progressive era. As Gary matured into a major city, economically and politically driven by the steel industry and rife with racial segregation, crime, and labor struggles, Neighborhood House adapted to meet the changing needs and resources within its environment. Why, then, did the organization shut its doors in 1971? Although Neighborhood House never received government funds directly, volatility in government policy during the 1960s and 1970s contributed to its closure. Nevertheless, owing to the determination and creativity of its staff and volunteers, inspired by a vision of social justice as God’s will, important projects survived beyond the organization itself.

This historical case study examines the last ten years of Neighborhood House’s existence, using a resource dependence framework together with considering the values of its sponsors and leadership. It is an organization in a distinct context – a highly segregated northern city, negotiating the transition from the Great Society through the turbulence of the Civil Rights movement and a vastly unsettled environment locally, regionally, and nationally. But aspects of its history may be instructive to and inspiring for nonprofit leaders today. Our nation continues to struggle with racism and urban poverty, again raising the importance of structural issues: whether or not an organization directly receives government funding, it exists within a policy context. The themes of race relations, charismatic leadership, a dynamic resource environment, and the values and missions of organizations are ones that recur and intersect. Individuals directing service organizations will continue to discern their best responses within their own distinctive contexts.

Board Development Practices on Public Versus Nonprofit School Boards: Is There a Difference?

Monday, October 30 2017 5:00pm - 6:00pm

UW-Milwaukee Alumni House

October 30, 2017 – 5:00-6:00pm
UW-Milwaukee Alumni House

Presenters:

Doug Ihrke, Professor, Public and Nonprofit Administration &
Executive Director, Helen Bader Institute for Nonprofit Management

Michael R. Ford, Asst. Professor, University of Wisconsin – Oshkosh

Governing boards are a critical asset for every public and nonprofit organization. Scholars have found that effective boards are associated with organizations that tend to perform better than those with ineffective boards, in the public and nonprofit sectors. The attention these boards receive because of their crucial missions demands the need for high-quality training and development activities to give them the best chance at high performance. In this study, we examined the extent to which school boards in Minnesota—both traditional public and nonprofit charter—engage in developmental activities, and we looked at differences between these board types in how they prioritize board development activities. Our findings indicate a number of significant differences between public and nonprofit boards in terms of the extent to which they engage in board development activities, the reasons for engaging in those development activities, and how these boards prioritize development activities.