Nonprofit Partnerships with Regional Councils
| dc.contributor.author | McCaffery, Mark | |
| dc.date.accessioned | 2011-10-21T00:07:59Z | |
| dc.date.available | 2011-10-21T00:07:59Z | |
| dc.date.issued | 2011-08 | |
| dc.description | Examining committee: Robert Parker, chair, Richard Margerum | en_US |
| dc.description.abstract | Since the early 1980s, regional councils have partnered with nonprofit organizations in order to provide a range of services to member local governments with less capacity and resources. Although the partnership strategy can augment the services a regional council can provide, there is a lack of literature that speaks specifically to how these partnerships are structured. This study explores the structure of these partnerships through a case study of the nonprofit organizations that partner with Oregon Cascades West Council of Governments (OCWCOG). Findings from the case study indicate that these partnerships are primarily driven by council of government staff. Board member and staff roles, although outlined in service contracts, are generally implied and not clearly defined. Recommendations include increasing the frequency of board meetings, formalizing board and staff roles, and enhancing the recruitment and orientation process for new board members. | en_US |
| dc.identifier.uri | https://hdl.handle.net/1794/11687 | |
| dc.language.iso | en_US | en_US |
| dc.publisher | Department of Planning, Public Policy & Management, University of Oregon | en_US |
| dc.title | Nonprofit Partnerships with Regional Councils | en_US |
| dc.type | Thesis | en_US |