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• W279596162 abstract "THE LOS ANGELES NON­PROFIT SECTOR: A PROFILE Helmut K. Anheier, Professor of Public Policy and Social Welfare, School of Public Affairs, UCLA, Director, Center for Civil Society and Director, Center for Globalization and Policy Research; Marcus Lam, Research Associate, UCLA Center for Civil Society; Eve Garrow, Research Associate, UCLA Center for Civil Society; Jocelyn Guihama, Manager, UCLA Center for Civil Society This chapter offers an overview on the contours of the nonprofit sector in Los Angeles and highlights topics and issues of particular interest and concern. In doing so, it seeks to inform debate about the sector’s current and future role, and the wider civil society of which it is a part. In addition to presenting data on the scale and scope of nonprofits, we take a look at nonprofit capacity to serve local needs in selected fields, and explore in more depth some implications of current policy and budget developments at the Federal, State and local levels. Clearly, public budget negotiations are important for nonprofits during the best fiscal times, particularly in a region like Los Angeles where many nonprofits, such as health and human service providers, rely to significant degrees on public funds to support operations. Budgets are not only about contracts and dollars, however; they are expressions of stewardship for the public good generally, and of obligations and responsibilities for meeting social needs specifically. Budgets spell out a division of labor between the public and the private sectors, a partnership in a generic sense that requires capacity and commitment from all sides. For nonprofits and philanthropic institutions, successful engagement with government – be it at local, state or federal levels – rests on an active, even proactive approach. Indeed, in an era where governments are doing less, advocacy for and by the sector becomes ever more important, and one should expect the voice of nonprofits to be heard loud and clear in City Hall, the County Supervisor Offices, and the halls of Sacramento and Washington, D.C. For advocacy to be successful and yield sustainable outcomes, an infrastructure for collective action among nonprofit and philanthropic leaders is clearly needed. Yet despite some encouraging developments in recent years – such as the establishment of a philanthropy liaison office in City Hall or the greater emphasis on the homeless population – too little advocacy work is taking place, and many nonprofits seem to shy away from more active engagements with the legislature and the executive. While there may well be good reasons why nonprofits are advocacy­shy, e.g., being too busy providing services to meet growing needs, there is one more reason why nonprofits and philanthropies have to become better advocates for themselves and the constituencies they represent: the changing role of government itself. In the past, nonprofits were able to identify needs and provide services because public funds were available to support their activities to address them. Over the last few years, this pattern seems to have been replaced by a new and largely unspoken model of ‘being expected to do more with less’ and a laissez­faire attitude that ‘nonprofits will handle this somehow.’ This pattern of short­term budget fixes in the absence of more profound policy debates seems to take the place of the public­private partnership that has long characterized the relationship between government and nonprofits in the region." @default.
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• W279596162 date "2008-02-01" @default.
• W279596162 modified "2023-09-27" @default.
• W279596162 title "The Los Angeles Non-Profit Sector: A Profile" @default.
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