My mother would have a fit.” Anyway, eventually I got over that. I was like “I can’t call you Suzanne because it goes against everything about how I was raised. When I first met Suzanne, she’s almost my mother's age so I wanted to call her Miss Suzanne and she laughed, you know. In a staff meeting, everybody was called on, even if like me you didn't want to talk or be called on, you know-you're like the kid in the back of the room scrunching down in your chair-they brought you out and got you involved. And everybody was encouraged to take part in everything. That was part of what I loved about the Women's Project, was there was no hierarchy. They maintained their commitment to building a strong, grassroots network of resources and relationships from the ground up by deliberately setting up a structure that centered power-sharing and relationships. The Women’s Project critiqued the nonprofit model they saw gaining momentum around them. The new tax status had a conservatizing effect by encouraging nonprofits to operate like businesses with hierarchical staffing structures, boards of directors often made up of wealthy donors rather than community members, and sometimes ruthless competition for funding, all while regularly reporting to the state.Īs the federal government made sharp cuts to services to poor and working-class people through the 1980s and 1990s, nonprofits were positioned to pick up the slack. On the heels of a revolutionary period, federal tax reform in 1969 made it possible for organizations to attain nonprofit status and gain access to tax-deductible donations.
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