the role of nonprofit management support organizations in sustaining community collaborations英文资料.pdf

ARTICLES The Role of Nonprofit Management Support Organizations in Sustaining Community Collaborations Joseph A. Connor, Stephanie Kadel-Taras, Diane Vinokur-Kaplan This articles uses case studies to explore the theory that non- profit management support organizations (MSOs) should con- sider taking on the role of convener and facilitator of community collaborations. They can do this work by facilitating planning and change and providing data to inform decisions about how to improve communities. In acting as a community support orga- nization, their primary mission would be to build the capacity of all sectors to work together to solve social problems rather than simply to build the management capacity of individual nonprofit organizations. ONTEMPORARY challenges facing nonprofit organizations and local communities—from government devolution to account- C ability movements to for-profit competition—have been met with increased calls for collaboration. And the concern today is not just for collaboration among nonprofit agencies but for collaboration across the sectors in order to encourage community-wide discussions of desired outcomes and the use of resources to reach them. Such col- laborations are taking the form of government-mandated community boards for sheltering or workforce issues, intersectoral planning groups for neighborhood revitalization, and sustainability coalitions concerned with economics and the environment. Note: This article is based on a paper presented at the annual conference of the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA), Seattle, Nov. 1998. NONPROFIT MANAGEMENT LEADERSHIP, vol. 10, no. 2, Winter 1999 © Jossey-Bass Publishers 127 128 C O N N O R , KA D E L -TA R A S , V I N O K U R -KA P L A N