Nonprofit Organizations and the Nevada Economy: An analysis of the employment, economic impact, and scope of the nonprofit sector in Nevada

The Nevada nonprofit sector plays an important role in the state’s economy. This research report examines the role of nonprofit organizations in the economy and details regional differences in terms of employment and economic impact in the state

Nonprofit Sector and Philanthropy in Nevada

Many scholars and community organizers believe that nonprofit organizations embody the collective will of the community and reflect the measure of support communities provide their members (Saxton & Benson 2005). The overall strength of the nonprofit sector reflects the health of the society that nurtures these organizations (Salamon 2002; DeVita, Flemming, & Twombly 2001). Since nonprofits are vital to service delivery in the United States, by studying nonprofits practices we can better understand the nature and intensity of the social problems in a given area and the effective ways by which resources could be allocated to address those problems (Gronbjerg & Paarlberg 2001)

Donor-Led Community Engagement: A New Model for In-Kind and Philanthropic Giving?

While philanthropic relationships between nonprofits and businesses are complex and ever evolving, the dominant pattern is one where the process is largely managed by the nonprofit, with businesses providing little more than monetary resources or in-kind donations in response to specific “asks.” This article explores the Transformative Impact Model, a new approach to corporate donor-led giving employed by the Wynn Resorts Foundation that allows community partners to take ownership of capital improvement projects. In support of two such projects for a pair of nonprofits in Las Vegas, Nevada, the foundation not only lent its expertise, but also leveraged its professional network to encourage and coordinate in-kind donations and cash gifts — a process that normally would have been led by the organizations themselves through capital campaigns. In addition, the foundation’s engagement of leadership and front-line employees from Wynn Resorts Management in these philanthropic efforts led to new and lasting volunteer relationships with the two nonprofits. This article reviews some traditional approaches to corporate-led donor community engagement before it examines the planning, coordination, and completion of the Las Vegas projects. It goes on to outline unique elements of the Transformative Impact Model, and discusses the strengths and challenges that shape the model’s applicability to other funders and communities

Donor-Led Community Engagement: A New Model for In-Kind and Philanthropic Giving?

While philanthropic relationships between nonprofits and businesses are complex and ever evolving, the dominant pattern is one where the process is largely managed by the nonprofit, with businesses providing little more than monetary resources or in-kind donations in response to specific “asks.” This article explores the Transformative Impact Model, a new approach to corporate donor-led giving employed by the Wynn Resorts Foundation that allows community partners to take ownership of capital improvement projects. In support of two such projects for a pair of nonprofits in Las Vegas, Nevada, the foundation not only lent its expertise, but also leveraged its professional network to encourage and coordinate in-kind donations and cash gifts — a process that normally would have been led by the organizations themselves through capital campaigns. In addition, the foundation’s engagement of leadership and front-line employees from Wynn Resorts Management in these philanthropic efforts led to new and lasting volunteer relationships with the two nonprofits. This article reviews some traditional approaches to corporate-led donor community engagement before it examines the planning, coordination, and completion of the Las Vegas projects. It goes on to outline unique elements of the Transformative Impact Model, and discusses the strengths and challenges that shape the model’s applicability to other funders and communities

The New Public Service? Empirical Research on Job Choice Motivation in the Nonprofit Sector

The purpose of this paper is to examine the factors influencing the decision of managers to work in the nonprofit sector and how these choices are shaped by intrinsic and extrinsic motivations. Additionally, this research examines the impact of job choice motivation on social, community and professional outcomes and the unique characteristics of managers in the nonprofit sector

Making Common Fund data more findable: catalyzing a data ecosystem

The Common Fund Data Ecosystem (CFDE) has created a flexible system of data federation that enables researchers to discover datasets from across the US National Institutes of Health Common Fund without requiring that data owners move, reformat, or rehost those data. This system is centered on a catalog that integrates detailed descriptions of biomedical datasets from individual Common Fund Programs’ Data Coordination Centers (DCCs) into a uniform metadata model that can then be indexed and searched from a centralized portal. This Crosscut Metadata Model (C2M2) supports the wide variety of data types and metadata terms used by individual DCCs and can readily describe nearly all forms of biomedical research data. We detail its use to ingest and index data from 11 DCCs