On December 1, 2019, Stephanie Ball was hired as the new Executive Director (ED) for the Central Okanagan Journey Home Society (COJHS), a backbone agency tasked with implementing Kelowna's five-year strategy to end homelessness. A few months earlier, COJHS had been declined its charitable status by Canada Revenue Agency because of a lack of clarity of its purposes and main activities. This was due to several factors including the fact that the society was newly formed, it had a complex board and subcommittee structure, and the task ahead was immense. Expectations were high that this new society could make progress on a social issue that was becoming increasingly of concern for City of Kelowna residents. Recognizing that financial independence, community perception, governance complexity and an ability to effect social change were criteria that had to be weighed, one of Ball's first tasks was to recommend to the COJHS Board an organizational structure best positioned for the enormous task - reducing homelessness - that lay ahead. This case introduces students to different legal structures associated with socially focused organizations such as nonprofits, for-profits and hybrid organizations (specifically C3's as this case is set within a Canadian context). In addition, it provides an opportunity to explore and discuss new collaborative governance entities such as backbone organizations.

【書誌情報】

ページ数：20ページ

サイズ：A4

商品番号：HBSP-NA0694

発行日：2021/6/30

登録日：2022/4/11