BEGIN:VCALENDAR VERSION:2.0 PRODID:-//swoogo.com//NONSGML kigkonsult.se iCalcreator 2.27.21// CALSCALE:GREGORIAN BEGIN:VEVENT UID:4096d027bcc7fdbce82bbab97c161dbcc805fc2d@swoogo.com DTSTAMP:20240329T045914Z DESCRIPTION:Chair: Aaron Turpin\, University of Toronto\n\nDOES IMPACT MEAS UREMENT HELP OR HINDER SOCIAL INNOVATION? REFLECTIONS ON 10 YEARS OF SOCIA L IMPACT MEASUREMENT PRACTICE\nBryn Sadownik\, Vancity Community Foundatio n\; Garth Yule\, Junxion Strategy\n\nThis paper reflects on the past 10 ye ars of effort by funders and investors\, as well as government and other s takeholders\, to improve impact measurement in the non-profit sector\, wit h an eye to understanding how evolving methods and initiatives may support or hinder social innovation. This includes the development and applicatio n of methods such as Social Return on Investment\, as well as community-ba sed initiatives such as Demonstrating Value\, and more recently the Common Approach to Impact Measurement and TIESS’s Evaluation and Impact Measurem ent in the Social Economy.\n\nTHE EXPANDING CIVIC FOOTPRINT OF NON-PROFIT COMMUNITY SPORT\nMicheal L. Shier\, University of Toronto\; Katie Misener\ , University of Waterloo\; Patti Millar\, University of Windsor\; Kathy Ba biak\, University of Michigan\n\nCommunity sport organizations are an impo rtant pillar of the nonprofit sector and are expanding their 'civic footpr int' beyond sport service delivery and contributing to their communities i n new\, socially responsible ways. This paper presents results from a mult iple methods study which outlines the key dimensions of social impact capa city as well as a new scale to measure the extent to which various dimensi ons of social impact capacity predict an organization’s engagement in spec ific types of social impact initiatives. The results will aid grassroots n onprofits in building capacity and focusing their social impact agenda.\n \nINFLUENCES ON NONPROFIT CHIEF EXECUTIVE COMPENSATION: AN EXAMINATION OF PENALTIES AND PRIVILEGES\nChris Fredette\, University of Windsor\; Ruth Be rnstein\, University of Washington Tacoma\n\nWe explore six blocks of pred ictors examining performance-based merit (i) CEO gender and ethno-racial i dentity\, (ii) employment characteristics\, (iii) Board Chair and Treasure r gender and ethno-racial identity\, and Board compositional variety in ge nder\, race\, and age\, (iv) organizational characteristics\, (v) strategi c performance and financial performance\, and (vi) a test of competing div ersity\, social\, organizational\, and merit-based hypotheses in order to further the understanding of the determinants of nonprofit CEO compensatio n. Findings highlight the significance of board diversity\, organizational size and scope\, and positive strategic change\, while discounting tradit ional financial measures and the demographic diversity of the CEO.\n\n \n \n \n\n \n\n \n DTSTART:20200604T183000Z DTEND:20200604T193000Z LAST-MODIFIED:20240329T045914Z LOCATION:Registration required - Virtual Conference links will be available 24 hours prior to session SEQUENCE:0 STATUS:CONFIRMED SUMMARY:D1 Paper Session: Nonprofit Measurement and Management TRANSP:OPAQUE X-ALT-DESC;FMTTYPE=text/html:
Chair: Aaron Turpin\, University of Toronto
\n\nDoes impact measurement help or hinder social innovatio n? Reflections on 10 years of social impact measurement practice< br />\nBryn Sadownik\, Vancity Community Foundation\; Garth Yule\, Junxion Strategy
\n\nThis paper reflects on the past 10 years of effort by funders and investors\, as well as government and other stakeholders\, to improve impact measurement in the non-profit sector\, with an eye to under standing how evolving methods and initiatives may support or hinder social innovation. This includes the development and application of methods such as Social Return on Investment\, as well as community-based initiatives s uch as Demonstrating Value\, and more recently the Common Approach to Impa ct Measurement and TIESS’s Evaluation and Impact Measurement in the Social Economy.
\n\nThe expanding civic footprint of non-profit co
mmunity sport
\nMicheal L. Shier\, University of Toronto\; K
atie Misener\, University of Waterloo\; Patti Millar\, University of Winds
or\; Kathy Babiak\, University of Michigan
Community sport organ izations are an important pillar of the nonprofit sector and are expanding their 'civic footprint' beyond sport service delivery and contributing to their communities in new\, socially responsible ways. This paper presents results from a multiple methods study which outlines the key dimensions o f social impact capacity as well as a new scale to measure the extent to w hich various dimensions of social impact capacity predict an organization’ s engagement in specific types of social impact initiatives. The results w ill aid grassroots nonprofits in building capacity and focusing their soci al impact agenda.
\n\nInfluences on Nonprofit Chief Executiv
e Compensation: An Examination of Penalties and Privileges
\nChris Fredette\, University of Windsor\; Ruth Bernstein\, University of
Washington Tacoma
We explore six blocks of predictors examining performance-based merit (i) CEO gender and ethno-racial identity\, (ii) em ployment characteristics\, (iii) Board Chair and Treasurer gender and ethn o-racial identity\, and Board compositional variety in gender\, race\, and age\, (iv) organizational characteristics\, (v) strategic performance and financial performance\, and (vi) a test of competing diversity\, social\, organizational\, and merit-based hypotheses in order to further the under standing of the determinants of nonprofit CEO compensation. Findings highl ight the significance of board diversity\, organizational size and scope\, and positive strategic change\, while discounting traditional financial m easures and the demographic diversity of the CEO.
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BEGIN:VALARM ACTION:DISPLAY DESCRIPTION:Chair: Aaron Turpin\, University of Toronto\n\nDOES IMPACT MEAS UREMENT HELP OR HINDER SOCIAL INNOVATION? REFLECTIONS ON 10 YEARS OF SOCIA L IMPACT MEASUREMENT PRACTICE\nBryn Sadownik\, Vancity Community Foundatio n\; Garth Yule\, Junxion Strategy\n\nThis paper reflects on the past 10 ye ars of effort by funders and investors\, as well as government and other s takeholders\, to improve impact measurement in the non-profit sector\, wit h an eye to understanding how evolving methods and initiatives may support or hinder social innovation. This includes the development and applicatio n of methods such as Social Return on Investment\, as well as community-ba sed initiatives such as Demonstrating Value\, and more recently the Common Approach to Impact Measurement and TIESS’s Evaluation and Impact Measurem ent in the Social Economy.\n\nTHE EXPANDING CIVIC FOOTPRINT OF NON-PROFIT COMMUNITY SPORT\nMicheal L. Shier\, University of Toronto\; Katie Misener\ , University of Waterloo\; Patti Millar\, University of Windsor\; Kathy Ba biak\, University of Michigan\n\nCommunity sport organizations are an impo rtant pillar of the nonprofit sector and are expanding their 'civic footpr int' beyond sport service delivery and contributing to their communities i n new\, socially responsible ways. This paper presents results from a mult iple methods study which outlines the key dimensions of social impact capa city as well as a new scale to measure the extent to which various dimensi ons of social impact capacity predict an organization’s engagement in spec ific types of social impact initiatives. The results will aid grassroots n onprofits in building capacity and focusing their social impact agenda.\n \nINFLUENCES ON NONPROFIT CHIEF EXECUTIVE COMPENSATION: AN EXAMINATION OF PENALTIES AND PRIVILEGES\nChris Fredette\, University of Windsor\; Ruth Be rnstein\, University of Washington Tacoma\n\nWe explore six blocks of pred ictors examining performance-based merit (i) CEO gender and ethno-racial i dentity\, (ii) employment characteristics\, (iii) Board Chair and Treasure r gender and ethno-racial identity\, and Board compositional variety in ge nder\, race\, and age\, (iv) organizational characteristics\, (v) strategi c performance and financial performance\, and (vi) a test of competing div ersity\, social\, organizational\, and merit-based hypotheses in order to further the understanding of the determinants of nonprofit CEO compensatio n. Findings highlight the significance of board diversity\, organizational size and scope\, and positive strategic change\, while discounting tradit ional financial measures and the demographic diversity of the CEO.\n\n \n \n \n\n \n\n \n TRIGGER:-PT15M END:VALARM END:VEVENT END:VCALENDAR