CIVIC ENGAGEMENT PROJECT

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University of South Florida *

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4414

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Management

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Nov 24, 2024

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docx

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Civic Engagement Project CIVIC ENGAGEMENT PROJECT Romar Wallen U.South Florida U17738336 romarwallen@usf.edu
Civic Engagement Project Abstract In 2022, Goodwill served over 2.1 million individuals worldwide and helped more than 128,998 people train for careers in industries such as banking, IT and health care, to name a few, and get the supportive services they needed to be successful, such as English language training, additional education, and access to transportation and child care. Technology is said to boost the output of organization, including productivity. Technologies like AI and bioengineering were extremely prevalent during the pandemic. The internal and external flexibility advanced technology can bring to a non- profit organization shouldn’t be underestimated and is often time easily a huge arbitrary 6 digit number. Introduction
Civic Engagement Project The world is changing rapidly for America’s nonprofit sector. While the past 25 years have seen the number of organizations in the sector almost double and paid employment jump from 5 percent to 7 percent of the U.S. total (Independent Sector 2001b), the operating environment has grown more and more challenging for charitable organizations. They are increasingly in direct competition with other nonprofit as well as for-profit entities . Specifically, based on the insights of the strategic management literature, we first assess nonprofits' performance on six key strategic organizational competencies: (1) IT planning; (2) IT budgeting, staffing, and training; (3) Internet and Web site capabilities and use; (4) the measurement of IT effectiveness; (5) board support and involvement in IT decision making; and (6) leaders’ understanding of the strategic potential of information technology. We then examine their ability to exploit the technology for explicitly “mission-related” uses, focusing on strategic communications, marketing, and relationship building; the acquisition of funding sources and financial sustainability; and the use of partnerships, collaborations, and donor assistance. Nonprofits need considerable outside assistance in capacity building and the strategic use of IT so that they can better manage technological, financial, and organizational change. On the one hand, partnerships and collaborations should form a key strategic element in the nonprofit community’s capacity-boosting efforts. However, in order for nonprofits to understand how this technology can best serve its purpose, IT investment by donors needs to allow nonprofits to utilize IT for internal efficiency gains, better service delivery, and training. Overall, what is needed is a fundamental shift in the way that nonprofits gain support for and utilize IT.
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