Social and Behavioral Sciences Commons^™

The Regulation And Control Of Bail Recovery Agents: An Exploratory Study, Brian R. Johnson, Ruth S. Stevens

Peer Reviewed Publications

This article explores the current status of the licensing and regulation of bail recovery agents in the United States. By reviewing state legislative and administrative codes in all the 50 states, this study found that 24 states control bail recovery agents through licensure or the imposition of other occupational regulations. These state controls include age, criminal history, and pretraining and educational requirements; some states also require continuing education and training for licensure and/or regulation. In contrast, 18 states have no licensing or other occupational requirements for bail recovery agents. These findings raise questions about the actual utility and function of …

Benchmarking Evaluation In Foundations: Do We Know What We Are Doing?, Julia Coffman, Tanya Beer, Patricia Patrizi, Elizabeth Heid Thompson

The Foundation Review

· Evaluation in philanthropy – with staff assigned to evaluation-related responsibilities – began in the 1970s and has evolved, along with philanthropy, in the four decades since. What has not changed, however, is a regular questioning of what foundations are doing on evaluation, especially since the world of philanthropy regularly shifts, and changes in evaluation resourcing and positioning tend to soon follow.

· This article presents new findings about what foundations are doing on evaluation and discusses their implications. It is based on 2012 research that benchmarks the positioning, resourcing, and function of evaluation in foundations, and follows up on …

Eyes Wide Open: Learning As Strategy Under Conditions Of Complexity And Uncertainty, Patricia Patrizi, Elizabeth Heid Thompson, Julia Coffman, Tanya Beer

The Foundation Review

· Foundation strategy is hampered by a failure to recognize and engage with the complexity and uncertainty surrounding foundation work. This article identifies three common “traps” that hinder foundation capacity to learn and adapt: 1) linearity and certainty bias; 2) the autopilot effect; and 3) indicator blindness.

· This article urges foundations to alter their mindset, questions, and processes to foster a more committed approach to strategy and adaptation. In essence, it argues for learning as strategy.

· This article draws on literature from systems theory, business strategy, and philanthropic practice as well as data from foundation benchmarking surveys.