Non-profit hospital

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The hospital industry in the United States includes a mix of ownership forms. Non-profit hospitals are
the most common type, but for-profit and government hospitals also play substantial roles. A non-
profit hospital, or not-for-profit hospital, is a hospital which is organized as a non-profit corporation.
Non-profit hospitals are mostly funded by charity, religion or research/educational funds.
Nonprofit hospitals do not pay federal income or state and local property taxes, and in return they
benefit the community. The various exemptions given to non-profit hospitals get scrutinized by
policymakers, with the argument being whether they provide community benefits that justify forgone
government tax revenues.
In 2003, of the roughly 3,900 nonfederal, short-term, acute care general hospitals in the United
States, the majorityabout 62 percentwere nonprofit. The rest included government hospitals (20
percent) and for-profit hospitals (18 percent).[1] In exchange for tax-exemptions, estimated to total
$12.6 billion in 2002, nonprofit hospitals are expected to provide community benefits. [2]
Courts generally have rejected challenges to the tax-free status of non-profit hospitals by indigent
patients who are forced to pay for services on the grounds that the question is a matter for
the IRS and that the indigent patients lacking standing.[3]
In the State of New York, all traditional hospitals must be non-profit by law.[4] Exceptions include
outpatient surgery centers which can be for-profit.

California law[edit]
The California Medical Practice Act, Business and Professions Code section 2052, provides: "Any
person who practices or attempts to practice, or who holds himself or herself out as practicing...
[medicine] without having at the time of so doing a valid, unrevoked, or unsuspended certificate...is
guilty of a public offense."
Business and Professions Code section 2400, within the Medical Practice Act, provides in pertinent
part: "Corporations and other artificial entities shall have no professional rights, privileges, or
powers."[5]

Sports club
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 A sport club in Belo Horizonte, Brazil, showing various paved and painted surfaces
for futsal, basketball and volleyball, with two swimming pools in the foreground.

A sports club or sport club, sometimes athletics club or sports society or sports association, is
a group of people formed for the purpose of playing sports. A club is solely created by its members,
players and supporters, hence a separate entity from its owning (usually Limited) Company.
Sports clubs range from organisations whose members play together, unpaid, and may play other
similar clubs on occasion, watched mostly by family and friends, to large commercial organisations
with professional players which have teams which regularly compete against those of other clubs
and attract sometimes very large crowds of paying spectators. Clubs may be dedicated to a single
sport or to several (multi-sport club).
The term athletics club is sometimes used for a general sports club, rather than one dedicated
to athletics proper.

Contents
[hide]

1Organization

2Sports clubs around the world

3See also

4References

Organization[edit]
Larger sports clubs are characterized by having professional and amateur departments in various
sports such as football, basketball, futsal, cricket, volleyball, handball, rink hockey, bowling, water
polo, rugby, track and field athletics, boxing, baseball, cycling, tennis, rowing, gymnastics and
others, including less traditional sports such as airsoft, billiards, orienteering, paintball or roller derby.
The teams and athletes belonging to a sports club may compete in several different leagues,
championships and tournaments wearing the same club colors and using the same club name,
sharing also the same club fan base, supporters and facilities.
Many professional sports clubs have an associate system where the affiliated supporters pay an
annuity fee. In those cases, supporters become eligible to attend the club's home matches and
exhibitions across the entire season, and have the right to practice almost every kind of sport at the
club's facilities. Registered associate member fees, attendance receipts, sponsoring contracts,
team merchandising, TV rights, and athlete/player transfer fees, are usually the primary sources of
sports club financing. In addition, there are sports clubs, or its teams, which are publicly traded and
listed on a stock exchange - several professional European football clubs belonging to a larger
multistports club are examples of this (namely, Portuguese SADs (Sociedade Annima Desportiva)
such as Sport Lisboa e Benfica and Sporting Clube de Portugal, or Spanish SADs (Sociedad
Annima Deportiva) Real Zaragoza, S.A.D. and Real Betis Balompi S.A.D., as well as Italian clubs
like Societ Sportiva Lazio S.p.A.).
Some sports teams are owned and financed by a single non-sports company, for example the
several sports teams owned by Red Bull GmbH and collectively known as Red Bulls.[1] Other
examples of this are the several sports teams owned by Bayer AG and Philips corporations through
the TSV Bayer 04 Leverkusen and PSV Eindhoven respectively, that originally were works teams,
the teams owned by the Samsung Group, and the teams owned by the Anschutz Entertainment
Group (AEG). They may compete in several different sports and leagues, being headquartered in
some cases across several countries.

Public Library Association

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Public Library Association

Abbreviation PLA

Formation 1944

Type Non-profit

Purpose "To strengthen public libraries and their

contribution to the communities they serve"[1]

Headquarters Chicago, Illinois

Region served United States

Membership 9,000[2]

Executive Barbara Macikas

Director
 Main organ Board of Directors

Website Public Library Association

The Public Library Association (PLA), a division of the American Library Association, is
a professional association of public librarians and supporters dedicated to the "development and
effectiveness of public library staff and public library services."[3]In keeping with this mission, the PLA
provides continuing education to members, hosts a biennial professional conference, publishes
a trade journal, and advocates for public libraries and literacy.[4] The PLA has over 9,000 members. It
was founded in 1944.[5]

Contents
[hide]

1Mission & Goals

2Issues

3Governance

4Publications

5History

6See also

7References

8External links

Mission & Goals[edit]

The mission of the PLA is as follows.
The Public Library Association enhances the development and effectiveness of public library staff
and public library services. This mission positions PLA to:

Focus its efforts on serving the needs of its members

Address issues which affect public libraries

Commit to quality public library services that benefit the general public
The goals of the PLA, as revised in 2014, are:

Advocacy and Awareness: PLA plays a major role in public library advocacy and in
influencing public perception about the library.
 Leadership and Transformation: PLA is a leading source for learning opportunities to
advance transformation of public libraries and helps to position the librarys institutional and
professional orientation from internal to outward toward the community.

Literate Nation: PLA is a leader and valued partner of public libraries initiatives to create a
literate nation.

Organizational Excellence: PLA is positioned to sustain and grow its resources to advance
the work of the association..[6]
These Mission & Goals come from the PLA Strategic Plan, approved by the PLA Board of Directors,
June 2014.[7]

Issues[edit]
The PLA identifies the following areas as "priority concerns":

Adequate funding for public libraries

Improved management of public libraries

Recognition of the importance of all library staff members in providing quality public service

Recruitment, education, training, and compensation of public librarians

Intellectual freedom

Improved access to library resources

Effective communication with the nonlibrary world.[8]

Governance[edit]
The PLA is governed by an 11-member Board of Directors elected by the association's members.
The PLA Board of Directors consists of the President, President-Elect, Past-President, six Directors-
at-Large, ALA Division Councilor, and PLA Executive Director. The Executive Director is an ex-
officio and non-voting board member tasked with enacting the board's decisions. [9] The PLA's current
president is Carolyn Anthony, its president-elect is Larry Neal, and its executive director is Barbara
Macikas.[10]
Members of PLA standing committees, award juries, task forces, and advisory groups are appointed
to one- or two-year terms by the president-elect. Active committees include a Budget and Finance
Committee, Every Child Ready to Read Oversight Committee, Intellectual Freedom Committee,
Leadership Development Committee, Legislation and Advocacy Committee, Public Libraries
Advisory Committee, and committees to manage the PLA's biennial conferences and nominate
candidates for committee service.[11]

Publications[edit]
Public Libraries is the PLA's official trade magazine. Published six times annually, this magazine
focuses on news and issues pertaining to public libraries and librarianship. [12] It commenced
publication in January 1947 under the editorship of Muriel E. Perry of Decatur Public Library.[13]
 Public Libraries Online is the digital companion to the print journal and offers three full articles
[14]

from each print issue, plus daily updates, interviews, blogging, and other exclusive content. The print
magazine is a delayed open access journal; its web companion is free and open to all users.[15] PLA
is also responsible for the publication of many key monograph titles in the field of public librarianship.
[13]

nternational Sport and Culture Association

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The International Sport and Culture Association, ISCA is a non-governmental and not-for-profit
international umbrella association of organisations working in the fields of Sport for All, Youth and
Culture.

Contents
[hide]

1History

2Sport and Culture for All

3Role

o 3.1Aims and Objectives

4CultureSports

5External links

History[edit]
ISCA was founded in 1995 with the purpose of providing an alternative image of sport in a world of
increasingly performance-based attitude of international sports federations. Since its foundation in
1995, ISCA has grown rapidly it has today more than 130 affiliated member organisations (primarily
non-governmental) in four continents, from more than 70 countries worldwide and more than 22
million individual members. The association is governed by an executive committee of seven elected
members and is steered by continental and technical committees. The secretariat is based
in Copenhagen, Denmark.

Sport and Culture for All[edit]

ISCA has a vision of sport that is not just about competition and exercise, but also involves learning,
having a good time and making friends. Moreover, it is ISCA's philosophy that sport regulates social
behaviour and creates a feeling of belongingwhich in turn leads to a more inclusive society. ISCA
believes that everyone should be given the chance to participate in international activities such as
festivals, exchanges and sports tournaments which are understood as unrivalled means of creating
international understanding.

Role[edit]
ISCA targets youth, sports, and culture associations from all over the world, primarily non-
governmental organisations generally speaking, voluntary sport organisations which have a value-
based service to their members. The practical reality is to encourage all organisations to assist the
members and regions/clubs in fulfilling their aims in providing services and instruments to achieve
this. The international interest of the sports organisations members today demands that international
opportunities are provided indeed, organisations have an interest in developing. Organisational
development and inspiration are the basis for fulfilling the goals of the organisation in the long run.
To fulfil the above, ISCA concentrates on three key areas: activities, education, and policy-making.
ISCA not only offers and promotes events and educational programmes but additionally takes a full
role in the public debate on sport and culture and strives to influence policies in these areas. Overall,
ISCA hopes to improve the general health and well being of individuals in creating a united society.
Aims and Objectives[edit]
Supporting cross-border understanding through sport and culture.
Promoting sport as a bearer of cultural identity.
Encouraging the broadest possible participation in sports and cultural activities for affiliated
members.

CultureSports[edit]
ISCA has for the past 7 years published an annual magazine entitled CultureSports. The magazine
focuses on a chosen thematic for each edition and gathers information from past experience through
ISCA events, debates regarding the treated theme, updates from projects around the globe from its
member organisations as well as various sources within thematic sector concerned.

Conclusion
Page historylast edited by PBworks 9 years, 2 months ago
Nonprofit organizations serve the public, providing a wide range of services to improve the
quality of life of individuals or communities. They are often heavily staffed with volunteers
or temporary workers with diverse skill sets, who are strongly motivated by altruism. The
transient nature of personnel and short-term inconsistent funding, contribute to nonprofits
general lack of ability to provide for long term technology plans and budgets. Managing IT in
nonprofit community organizations is a challenge, given these varying resources and needs,
along with ill-structured IT management practices. Nonprofit organizations often have a
vision for how technology might help them achieve their communitarian goals. However,
they often face problems achieving their technology goals because technology planning is
often not an explicit part of their organizational practice. Because of the perceived and real
complexity of technology, nonprofit organizations can get stuck, and are often the last
sector to realize technology benefits. They focus on the obstacles of IT rather than on their
considerable assets with respect to situational and domain knowledge that can be leveraged
to achieve their technology goals.

Essential Conditions

The essential conditions that are necessary to adopt, implement, and sustain technology in
nonprofits have been examined in this project, through the perspective of four subsectors:
rehabilitation, ESL, Library 2.0, and community based organizations. We have compared
essential conditions for each subsector with those identified by Jacobsen (2006) in her
examination of essential conditions in K-12. In each case, some conditions were found to be
the same, some slightly adjusted to reflect the language and character of nonprofits, new
conditions were identified, and some of Jacobsen's conditions were not found to be
applicable to the nonprofit sector. We have also compiled a generalized list of essential
conditions characterizing the nonprofit sector as a whole, based on the subsector findings.

The K-12 conditions of mentorship and in-house capacity were found to be not
essential for the nonprofit sector; they were not recognized in any subsector as essential.
The conditions of strategic (supportive) leadership and community/family support
(schoolboard and parent support) were found to be ideal; these conditions were found to
be essential in some subsectors, but not others. Conditions considered in all four
subsectors, and in Jacobsen's study to be essential are: a learning, risk-taking culture
among the staff, ubiquitous access to reliable technology, time for discussing and sharing,
funder support (securing sustainable funding), diffusion of interest (diffusion of mentoring
relationships), and resisting the urge to turn back through seeing the advantages of
technology (designing learning communities to resist turning back).

New conditions were identified. Flexibility in reallocating resources, having a technology

champion, and facilitation by intermediaries are ideal conditions, required in some
subsectors, but not all. Nurturing a culture of trust and dedicated commitment
are essential conditions, identified in all subsectors, and these truly reflect the unique
situation and challenges of nonprofit organizations in technology adoption. The notion of
commitment is crucial, as it can "override" the necessity of another essential condition.
Nonprofit organizations have been found to accomplish incredible and unique technology
applications due to the will and perseverance of committed leaders, donors, members and
staff who put the goal of the organization ahead of their own goals and their own comfort.

Summary and conclusions

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those available.

Non-profit organizations not only play an important role in the well-being of Canadians, they also
constitute an economic force. Satellite Account estimates reveal that the size of both Canadas
core and overall non-profit sectors exceeds that of certain key industries, regardless of whether
the contribution of volunteers is included in the valuation.

Economic activity in the overall non-profit sector is dominated by hospitals, universities and
colleges, which are classified to the government sector in core national accounts statistics. The
generally smaller organizations, known as the core non-profit sector, function in a diverse array
of fields and play an increasingly important role in society.
Over the 1997 to 2005 period, economic activity in both the overall and the core non-profit
sectors outpaced that of the total economy, with GDP in the core segment growing significantly
faster on average. As a result, by 2005, the core segments share in the overall NPO sector had
gained ground.

Organizations in the social services, development and housing, religion, and culture and
recreation groups combined made up nearly two-thirds of core NPO economic activity in each of
the nine years. Over the period, the large social services, and development and housing groups,
and the considerably smaller ones of law, advocacy and politics, other education and research,
environment, and philanthropic grew the fastest.

Hospitals, universities and colleges are the heavyweights of NPO sector revenue, with the
overwhelming bulk of their revenue received from only two sources: government transfers and
sales of goods and services. The composition of revenue sources was notably stable over the
period, but hospitals, universities and colleges received increased revenue in the form of
donations from households. The hospitals, universities and colleges share of donations from
individuals nearly doubled over the period.

The core non-profit sector relies on a significantly broader set of revenue sources, with sales of
goods and services ranking at the top of their list. While transfers from households remained the
domain of the core segment, these organizations also obtain significant revenue from
membership fees. The federal share of government transfers to the core sector rose over the
period while the provincial share declined, although provincial governments remained, by far, the
main providers of public funds to the non-profit sector.

Revenue in the core non-profit sector grew faster on average than revenue in the combined
hospitals, universities and colleges group. The performance of the core segment can largely be
explained by stronger average growth in many sources of income except donations from
households and investment income.

Compensation of employees was the largest expense, particularly for hospitals, universities and
colleges, whereas core non-profit organizations spent comparatively more on goods and services
used in the production process. Over the 1997 to 2005 period, the difference between the non-
profit sectors income and outlay produced positive saving which was concentrated in certain
areas.

Volunteering represents a significant part of NPO activity, especially for the core segment. By
including volunteering in GDP, to yield an extended measure, the value of GDP for the core
segment increases by nearly 55% and that for the overall non-profit sector increases by 22%.
The value of monetary and in-kind donations from households pales in comparison to the value
of their volunteer services. Combining the value of volunteer work with these donations almost
triples the importance of household transfers in overall sector revenue. As is the case for
volunteering, the core non-profit sector received the bulk of donations from households.

At nearly 41%, the share of the value of volunteer work in total labour services is twice as large
in the core segment as for the NPO sector as a whole. The use of volunteers relative to paid
labour varies considerably by type of organization. The majority of volunteer work is
concentrated in three fields of activity: culture and recreation, social services and religion, with
these three groups accounting for nearly three-quarters of the total in the core segment. Large
service providers in health and education rely more heavily on paid labour, as do business and
professional associations.

The value of volunteer work declined between 1997 and 2000, due to a drop in hours
volunteered. While fewer Canadians volunteered their services, a million less than three years
earlier, those who did, invested more hours on average, partially mitigating this decline.

annexureNon Profit Institution: Non-profit institution which by convention produce

only individual services and not collective services can be defined as legal or social entities
created for the purpose of producing goods and services whose status does not permit them to be
a source of income, profit, or other financial gain for the units that establish, control or finance
them.

For collection of employment and financial parameters of the societies, two types of schedules Detailed
Data Schedule 2.0: D and Key Data Schedule 2.0: K were devised.(Annexure) Schedule 2.0: D is to be
used in case of those societies where accounts are prepared and are available whereas, Schedule 2.0: K
may be used in case of those societies where accounts are prepared but not available or accounts are
not maintained. 2.5 Period of Field work: Census approach was adopted under the NPI survey for the
reason that there were no reliable outputs regarding the proportion of live NPIs in the field, This work
was completed in two phases in NCT Delhi. Under the first phase of the survey computerized records of
societies available with the registering authority, namely, Department of Industries were obtained during
Dec 2008.Examination of Data supplied by Industries Department revealed that data was not in the
required format and therefore not fit for ready usage. Further, various gaps like incomplete address,
casual mention of main activities, absence of telephone numbers and details of office bearers etc. were
also observed Second phase of the work involving collection of data from NPIs through field work was
conducted from December 2009 to September 2010 on the basis of the final computerized list of 1st
phase. In NCT of Delhi field work was outsourced to Indian Institute of Public Administration (IIPA)
keeping in view of the manpower shortage in DES. Type of NPI 2.6 NPI s can broadly be classified on the
basis of their activity, which is technically called purpose based classification and secondly on the basis of
target group served by them. 8 1) By activity As per purpose based classification all NPIs can be classified
under any of the following categories; Culture and recreation; Education and research; Health; Social
Services; Environment; Development and housing; Law, advocacy and politics; philanthropic
intermediaries & voluntarism promotions; International activities; Religion; Business and professional
Associations, unions; Brief details are as under Culture and recreation includes theaters, museums, zoos,
aquariums, performing arts, historical and cultural societies sports clubs, social clubs, service clubs like
the Lions, Rotary etc. Education and research includes primary, elementary and secondary schools,
higher education, vocational schools, adult and continuing education, research institutes. Health
includes hospitals, rehabilitation, nursing homes, mental health institutions, preventive health care,
emergency medical services, volunteer ambulances