Consulting in the Library Network Environment

published or submitted for publicatio

Smarter Outsourcing for Grantmakers

With the subsequent downturn in the economy, outsourcing became an even more attractive opption for some funders. Today, more than ever, grantmakers facing fluctations in the economy need to work more resourcefully, efficiently, and effectively. This paper will explore why grantmakers choose to outsource, what functions are typically contracted out, and how an outsourcing arrangement is best managed, based on the lessons TCC Group--and our clients--have learned over the past 30 years

More Than Grantmaking: A First Look at Foundations' Direct Charitable Activities

Presents the findings of a study that tracks the growing role of operating programs -- or direct charitable activities -- at philanthropic foundations in the United States

Loud, Proud and Prosperous! Report on the Mobility International USA International Symposium on Microcredit for Women with Disabilities

[Excerpt] MIUSA designed the International Symposium on Microcredit for Women with Disabilities in response to recommendations from women leaders with disabilities at WILD, at the Symposium in Beijing, and from our own experience with US-based international development programs. It seemed apparent that economic empowerment of women with disabilities was not high on any agenda – international aid agencies, development organizations, women’s programs, or even disability rights movements. Women with disabilities expressed that they – women with disabilities – would need to take leadership in this area, and that they needed particular knowledge and skills to be effective as leaders in this area

Compounding Impact: Mission Investing by U.S. Foundations

This recently published report provides the first comprehensive analysis of mission investing by U.S. foundations. The study, funded by The David and Lucile Packard Foundation, analyzes the mission investment activity of 92 U.S. foundations, which have made a combined total of $2.3 billion of mission investments. Mission investing is a more specific type of social investing, and represents the use of financial investments as tools to achieve a foundation's mission. Through interviews with foundations and extensive data collection, FSG assembled a rich picture of current and historical mission investment activity stretching back almost 40 years. The study found that the number of foundations engaged in mission investing has doubled in recent years, and the amount of funds committed annually has tripled. Although most mission investments are still low-interest loans, foundations are increasingly using equity and other investments that generate market-rate returns. Surprisingly, most of the growth has been driven by smaller foundations with assets under$200 million

From Novelty to Expectation: Recommendations to Develop a System of Campus Support for Foster Youth

As longtime funders of efforts to promote educational opportunity for current and former foster youth, the Walter S. Johnson Foundation (WSJF) and Stuart Foundation have been in the forefront of efforts to replicate successful models of campus support programs for former foster youth at public institutions of higher education in the Bay Area and Northern California. This paper was commissioned to help the funders determine what additional investments could be made to help additional campuses implement support programs and to move the field toward a "tipping point" where temporary philanthropic support for a relatively small number of demonstration programs begins to be replaced by on-going public support for the widespread replication of CSPs throughout the state's public institutions of higher education. This paper examines the challenges and barriers faced by campuses that seek to replicate campus support programs for foster youth, determine what campuses need for effective replication, and the most useful ways in which support could be delivered. In also includes a potential design for a campus support program initiative and makes recommendations for the type of intermediary needed to manage the initiative

Strategic Planning: A Review of Grantee Practices

Provides an analysis of the strategic planning process of nonprofit organizations funded by the foundation, including the process of organizational change. Includes recommendations

The Leading Journal in the Field: Destabilizing Authority in the Social Sciences of Management

217 p. : il , 20 x 13 cm.Libro ElectrónicoI am often told, “Don’t waste your time reading books, you’d be better off reading the leading journals in your field.” Unfortunately, the authors of this book have closely read some of those articles: examining arguments, with simple principles and words, plus a touch of irony – and a shared belief in ideas and debates. The suspicions that we all have in a part of our head appears in its ugly nakedness: what is this social game that authors in leading management journals play? What grants them their truth effects? This is a book that one should read the day one enters the academic field; and then regularly thereafter so as not to forget.’ Professor Jean-Luc Moriceau, Telecom Business School (France)"A menudo me dijo:" No pierda su tiempo leyendo libros, que sería mejor que la lectura de las revistas líderes en su campo. "Desafortunadamente, los autores de este libro han leído muy de cerca algunos de esos artículos: el examen de los argumentos, con principios simples y palabras, además de un toque de ironía - y la creencia compartida de ideas y debates. Las sospechas de que todos tenemos en una parte de la cabeza aparece en su fea desnudez: ¿qué es este juego social que los autores de revistas líder en gestión de jugar? Lo que les dé efectos de verdad? Este es un libro que uno debe leer el día se entra en el campo académico, y luego periódicamente a partir de entonces, para no olvidar ". Profesor Jean-Luc Moriceau , Telecom Business School (Francia)Contributors vii 1 Introduction 1 2 Towards a Clinical Study of Finance: The DeAngelos and the Redwoods 9 3 Marientbal At Work 35 4 ‘Lessons for Managers and Consultants’: A Reading of Edgar H. Schein’s Process Consultation 61 5 Multiple Failures of Scholarship: Karl Weick and the Mann Gulch Disaster 85 6 The ‘Nature of Man’ and the Science of Organization 103 7 Performativity: From J.L. Austin to Judith Butler 119 8 Four Close Readings on Introducing the Literary in Organizational Research 143 9 From Bourgeois Sociology to Managerial Apologetics: A Tale of Existential Struggle 16

Māori farming trusts - A preliminary scoping investigation into the governance and management of large dairy farm businesses.

This preliminary scoping study investigates areas for possible improvement in the governance and management of large Māori dairy farm businesses. Building on the innovative practices of their tūpuna – including Rawiri Taiwhanga, the country’s first commercial dairy farmer – Māori are defining their own aspirations, realities and goals in the dairy farming world (Durie 1998, 2000). This report outlines these, and their accompanying challenges, as expressed by individuals and collectives currently engaged in Māori Dairy farm businesses. The Māori way of doing business is described in this study as having a ‘Quadruple Bottom Line of Profit, People, Environment and Community’ business objectives. More specifically, ‘Māori farms often have an inverted Quadruple Bottom Line. People, Environment and their Community often come before Profit….but without Profit none of it happens.’ Māori strategic plans and business values place emphasis on relationships, responsibilities, reciprocity and respect. These are exemplars of a Māori world-view, which explicitly acknowledges particular historic and cultural contexts (Tapsell and Woods 2010). The strategic management plans of the Māori Farming Trusts illustrate the spiral or matrix of values ‘He korunga o nga tikanga’ envisaged by Nicholson, Hēnare and Woods (2012). They prioritise the development of social capital to create competitive advantage. Such strategic plans reflect Māori vision and aspirations. These are to sustain and grow the land base; to provide leadership and guidance for the whānau; to develop capacity and resources within the Trusts and to perform better as businesses.DairyNZ Ltd, Ministry for Primary Industries (NZ