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Alicia Schatteman and Li-Yin Liu

This chapter summarizes the key concepts of nonprofit finance, connects those to the NACC curricular guidelines, and provides teaching exercises that align with learning competencies based on the curricular guidelines. Employers and nonprofit boards expect graduates of nonprofit programs, either undergraduate or graduate level, to have an understanding of nonprofit finance for the financial health of the organization. Nonprofit finance topics may be integrated with public/government budgeting and finance courses or be stand-alone courses in undergraduate and graduate programs. At the undergraduate level, students are introduced to key concepts, appropriate to an entry-level staff position or a nonprofit board member. At the graduate level, nonprofit finance theory is used to connect to practice. Students are expected to apply key concepts more rigorously at the graduate level, which is reflected in our suggested exercises. We have also provided online versions of the exercises and additional online student resources.

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Wei Li, Lucia Lo and Yining Tan

Globalization in China is marked by increasing social and personal mobility. With student mobility a key outcome of this process, this chapter examines the relation between some globalization indicators and the migration intention as well as transition behavior of Chinese students/professionals in Canada and the United States. It finds a strong desire among Chinese students/professionals, especially those with doctoral degrees, to remain in North America after their study/exchange, in part due to the presence of permissive policies there. In reality, most that remain only enjoy temporary work visa status. The path to permanent residency is circuitous and/or lengthy, if not impossible. Increasingly, more graduates are returning to China, some (including established, top-tier academics and professionals) attracted by government-initiated incentives, some by the type of opportunities afforded by a booming economy, and others (especially those with an undergraduate degree or college diploma only) being forced to accept the only available alternative because of the harsh reality of the difficulties of immigrating permanently. These findings have implications for both the Chinese and the North American side in the medium and long term.

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Robert Mark Silverman, Li Yin and Henry Louis Taylor Jr.

This chapter describes strategies adopted by community development researchers to manage competing interests in the public participation process. A typology of competing interests in the public participation process is introduced. It is applied to the analysis of stakeholder engagement in a project focused on neighborhood revitalization and inner-city displacement in Buffalo, New York. That project involved: the engagement of citywide stakeholders in collaborative analysis, consultations with grassroots stakeholders about the analysis, and a series of focus groups with homeowners, renters and other neighborhood-based stakeholders. The findings describe how the researchers managed competing interests during each stage of the participation process. The findings also highlight how the typology of competing interests in public participation can inform community development professionals working in other contexts.

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Kelly L. Patterson, Molly Ranahan, Robert Mark Silverman and Li Yin

Chapter 15 by Patterson, Ranahan, Silverman and Yin examines community benefits agreements (CBAs), an emerging form of public engagement and governance related to urban revitalization policy in the USA. CBAs are equity-based development strategies that focus on linking community benefits to private and non-profit sector urban revitalization projects. They exemplify emerging approaches to urban revitalization and governance that involve three distinct interests: labour and grassroots organizations; developers from the private and non-profit sectors; and local government. In this new form of governance, the government’s traditional role in the implementation of urban revitalization projects has shifted to public and non-profit organizations. This shift reflects a more general trend toward the replacement of direct government implementation with shared governance strategies. In their chapter, Patterson et al. review empirical research on CBAs and then present four critical case studies. Their analysis focuses on public engagement strategies and governance in the CBA process. In particular, Patterson et al. compare negotiated agreements in which private versus non-profit sector developers play a key role.