Preface |
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xix | |
Acknowledgments |
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xxiv | |
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PART I UNDERSTANDING NONPROFITMANAGEMENT, THE NONPROFIT SECTOR, AND NONPROFIT ORGANIZATIONS |
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1 | (78) |
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Chapter 1 Nonprofit Management as a Profession and a Field of Study |
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2 | (16) |
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A Revolution in Management |
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4 | (1) |
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5 | (3) |
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Nonprofit Management as a Field of Study |
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8 | (4) |
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Toward a Balanced Approach |
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12 | (2) |
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Proceeding With Realism and Pride |
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14 | (1) |
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15 | (1) |
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16 | (1) |
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16 | (1) |
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16 | (1) |
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Suggestions for Further Reading |
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17 | (1) |
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17 | (1) |
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17 | (1) |
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17 | (1) |
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Chapter 2 Overview of the Nonprofit Sector |
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18 | (34) |
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America's Nonprofit Sector: A Historical Overview |
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21 | (2) |
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Searching for a Common Vocabulary |
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23 | (1) |
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Alternatives to Nonprofit |
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24 | (1) |
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Size of the U.S. Nonprofit Sector |
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25 | (2) |
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Differentiating the Nonprofit Sector |
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27 | (12) |
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National Taxonomy of Exempt Entities |
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27 | (1) |
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28 | (8) |
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36 | (1) |
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The Spectrum of Organizations |
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37 | (2) |
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39 | (3) |
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The Commercialization Debate |
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42 | (1) |
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Commercialization and Tax Exemption |
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43 | (1) |
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Implications for Nonprofit Managers |
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44 | (1) |
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45 | (1) |
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46 | (1) |
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Case 2.1 The Chan-Zuckerberg Initiative |
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46 | (1) |
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Case 2.2 A Double Bottom Line: Ben & Jerry's |
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47 | (2) |
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49 | (1) |
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50 | (1) |
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50 | (1) |
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Suggestions for Further Reading |
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50 | (2) |
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50 | (1) |
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51 | (1) |
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51 | (1) |
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Chapter 3 Theories of the Nonprofit Sector and Nonprofit Organizations |
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52 | (27) |
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Explaining the Nonprofit Sector |
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53 | (9) |
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Nonprofit Theory Across the Disciplines |
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54 | (1) |
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55 | (1) |
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Market and Government Failure |
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56 | (1) |
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Nonprofits as Gap Fillers |
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57 | (1) |
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58 | (1) |
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Theories of Altruism and Giving |
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59 | (1) |
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Theory of the Commons: An Interdisciplinary Approach |
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59 | (1) |
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Changing Definitions of Private, Public, and Common |
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60 | (2) |
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Explaining Nonprofit Organizations |
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62 | (10) |
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Characteristics of Nonprofit Organizations |
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62 | (3) |
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Nonprofits as Open Systems |
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65 | (1) |
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66 | (3) |
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69 | (1) |
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Explaining Nonprofit Organizational Structures |
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70 | (1) |
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71 | (1) |
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72 | (1) |
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73 | (1) |
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Case 3.1 The Smithsonian Institution and the Catherine B. Reynolds Foundation |
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74 | (2) |
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Case 3.2 The National Trust for Historic Preservation |
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76 | (2) |
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78 | (1) |
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78 | (1) |
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Suggestions for Further Reading |
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78 | (1) |
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78 | (1) |
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78 | (1) |
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PART II GOVERNING AND LEADING NONPROFIT ORGANIZATIONS |
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79 | (64) |
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Chapter 4 Nonprofit Governing Boards |
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80 | (36) |
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Types of Governing Boards |
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82 | (4) |
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83 | (1) |
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84 | (1) |
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Appointed and Hybrid Boards |
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85 | (1) |
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85 | (1) |
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The Governing Board's Responsibilities |
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86 | (8) |
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The Governing Board's Legal Responsibilities |
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87 | (4) |
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The Governing Board's Functional Responsibilities |
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91 | (3) |
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94 | (6) |
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Carver's Policy Governance Model |
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95 | (2) |
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Chait, Ryan, and Taylor: Governance as Leadership |
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97 | (1) |
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Herman and Heimovics: Psychological Centrality and Board-Centered Leadership |
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98 | (2) |
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Explaining Board Behavior |
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100 | (1) |
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Managing Nonprofit Boards |
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100 | (1) |
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101 | (1) |
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101 | (1) |
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101 | (1) |
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Nonprofit Board Effectiveness |
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102 | (1) |
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Critics of Board Performance |
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102 | (6) |
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Diversity, Equity, and Inclusion |
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103 | (1) |
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The Search for Best Practices |
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104 | (2) |
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The Challenge of Nonprofit Governance |
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106 | (2) |
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108 | (1) |
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109 | (1) |
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Case 4.1 Sweet Briar College |
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109 | (2) |
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Case 4.2 The Hershey Trust |
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111 | (2) |
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113 | (1) |
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113 | (1) |
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Suggestions for Further Reading |
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114 | (2) |
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114 | (1) |
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114 | (2) |
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Chapter 5 Executive Leadership |
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116 | (27) |
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117 | (2) |
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Management and Leadership |
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119 | (1) |
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Overview of Leadership Theories |
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120 | (7) |
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121 | (3) |
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Transformational Leadership |
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124 | (1) |
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125 | (2) |
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The Effective Nonprofit CEO |
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127 | (5) |
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128 | (1) |
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129 | (1) |
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Focus on External Relationships |
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129 | (1) |
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Share Leadership and Empower Others |
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129 | (1) |
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Focus on Key Roles and Priorities |
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130 | (1) |
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Use the "Political Frame" |
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130 | (1) |
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Right Person, Right Place, Right Time |
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131 | (1) |
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132 | (2) |
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134 | (1) |
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135 | (2) |
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137 | (1) |
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138 | (1) |
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Case 5.1 A Change in Leadership at Habitat for Humanity |
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138 | (2) |
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Case 5.2 Challenge and Change at United Way |
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140 | (2) |
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142 | (1) |
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142 | (1) |
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Suggestions for Further Reading |
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142 | (1) |
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142 | (1) |
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142 | (1) |
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142 | (1) |
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PART III MANAGING THE NONPROFIT ORGANIZATION |
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143 | (184) |
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Chapter 6 Ensuring Accountability and Measuring Performance |
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144 | (40) |
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Defining and Ensuring Accountability |
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146 | (1) |
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Mechanisms for Accountability |
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147 | (12) |
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147 | (2) |
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Self-Regulation: Standards and Accreditation |
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149 | (8) |
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157 | (2) |
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Measuring and Managing Performance |
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159 | (15) |
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160 | (3) |
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163 | (1) |
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164 | (5) |
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169 | (2) |
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Social Return on Investment |
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171 | (1) |
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172 | (2) |
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Performance Measurement: The Continuing Debate |
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174 | (2) |
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176 | (1) |
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177 | (1) |
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Case 6.1 The Wounded Warrior Project |
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177 | (2) |
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179 | (2) |
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181 | (1) |
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181 | (1) |
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Suggestions for Further Reading |
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182 | (2) |
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182 | (1) |
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182 | (1) |
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182 | (2) |
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Chapter 7 Developing Strategy, Building Capacity, and Managing Risk |
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184 | (34) |
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185 | (1) |
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Strategic Planning and Strategic Management |
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186 | (1) |
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The Strategic Planning Process |
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187 | (8) |
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189 | (1) |
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Defining Mission, Vision, and Values |
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190 | (2) |
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192 | (2) |
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Identifying Strategic Issues |
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194 | (1) |
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195 | (1) |
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195 | (3) |
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198 | (1) |
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Writing the Strategic Plan |
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199 | (1) |
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Developing an Operational Plan |
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199 | (1) |
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Benefits and Limitations of Strategic Planning |
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199 | (1) |
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Building Organizational Capacity |
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200 | (1) |
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Defining and Understanding Capacity |
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201 | (1) |
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Capacity Building in Action |
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202 | (1) |
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A Model for Capacity Building |
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203 | (1) |
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Capacity and Organizational Life Cycles |
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204 | (2) |
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Capacity Building Evaluated |
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206 | (1) |
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207 | (2) |
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209 | (1) |
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210 | (1) |
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Case 7.1 Generation Hope Strategic Plan 2021 |
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210 | (5) |
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215 | (1) |
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215 | (1) |
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Suggestions for Further Reading |
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215 | (3) |
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215 | (1) |
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216 | (1) |
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216 | (2) |
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Chapter 8 Collaborations, Partnerships, and Mergers |
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218 | (28) |
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Growing Interest in Collaboration |
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221 | (1) |
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A Continuum of Relationships |
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222 | (1) |
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Exploring Collaborations and Mergers |
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223 | (1) |
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Drivers of Collaborations and Mergers |
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224 | (2) |
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Obstacles to Collaboration and Merger |
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226 | (3) |
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227 | (1) |
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228 | (1) |
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228 | (1) |
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Community or Political Objections |
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228 | (1) |
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229 | (1) |
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229 | (2) |
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229 | (1) |
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Commitment From Top Leadership |
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229 | (1) |
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230 | (1) |
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230 | (1) |
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230 | (1) |
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Collaborations and Mergers Within National Nonprofits |
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231 | (1) |
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Cross-Sector Collaboration |
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232 | (4) |
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A Continuum of Cross-Sector Collaboration |
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233 | (1) |
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Advantages and Disadvantages of CSCs |
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234 | (1) |
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Obstacles and Conditions for Success |
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235 | (1) |
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Achieving Collective Impact |
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236 | (2) |
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238 | (1) |
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239 | (1) |
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Case 8.1 N Street Village and Miriam's House |
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239 | (4) |
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243 | (1) |
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243 | (1) |
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Suggestions for Further Reading |
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244 | (2) |
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244 | (1) |
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244 | (1) |
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244 | (2) |
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Chapter 9 Managing Staff and Service Volunteers |
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246 | (32) |
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Human Resources Management |
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248 | (2) |
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248 | (1) |
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Diversity, Equity, and Inclusion |
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249 | (1) |
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An Overview of Management Theories |
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250 | (1) |
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Understanding Human Motivations |
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251 | (7) |
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Maslow's Hierarchy of Needs |
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251 | (2) |
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McGregor: Theory X and Theory Y |
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253 | (1) |
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McClelland: Three Needs Theory |
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253 | (1) |
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Myers and Briggs: Personality Types |
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254 | (1) |
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Herzberg: Motivators and Dissatisifiers |
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254 | (1) |
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Motivations of Nonprofit Staff |
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255 | (2) |
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Life Cycles and Generations |
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257 | (1) |
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Applying Theories to Managing the Nonprofit Workforce |
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258 | (3) |
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261 | (9) |
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261 | (2) |
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Motivations of Volunteers |
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263 | (1) |
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Volunteer Program Practices |
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264 | (5) |
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A Contingency Approach to Volunteer Stewardship |
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269 | (1) |
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Volunteer Management as a Career Field |
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270 | (1) |
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The Future of Volunteerism |
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271 | (1) |
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272 | (1) |
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273 | (1) |
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Cases 9.1--9.4 Staff and Volunteer Issues |
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273 | (3) |
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276 | (1) |
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276 | (1) |
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Suggestions for Further Reading |
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276 | (2) |
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Books/Book Chapters/Journals |
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276 | (1) |
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276 | (2) |
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Chapter 10 Marketing and Communications |
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278 | (28) |
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Defining and Understanding Marketing |
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279 | (2) |
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Marketing Serves the Mission |
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281 | (1) |
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282 | (1) |
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283 | (1) |
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283 | (6) |
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284 | (1) |
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285 | (1) |
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285 | (1) |
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286 | (1) |
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287 | (2) |
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289 | (1) |
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289 | (3) |
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Integrated Marketing Communication (IMC) |
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292 | (2) |
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Crafting an Effective Message |
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294 | (1) |
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295 | (2) |
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297 | (2) |
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From Gatekeepers to Connectors |
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297 | (1) |
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298 | (1) |
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298 | (1) |
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Evaluating Marketing and Communication |
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299 | (1) |
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300 | (1) |
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301 | (1) |
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302 | (1) |
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Case 10.2 Susan G. Komen Foundation |
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303 | (1) |
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304 | (1) |
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305 | (1) |
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Suggestions for Further Reading |
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305 | (1) |
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305 | (1) |
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305 | (1) |
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305 | (1) |
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Chapter 11 Advocacy and Lobbying |
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306 | (21) |
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308 | (1) |
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309 | (5) |
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Option I Substantial Part Test |
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311 | (1) |
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Option II 501(h) Expenditure Test |
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311 | (2) |
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Political Campaign Activity |
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313 | (1) |
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Implementing an Advocacy Program |
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314 | (5) |
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316 | (1) |
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Creating Movements for Social Change |
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317 | (2) |
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Continuing Issues and Concerns |
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319 | (1) |
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320 | (1) |
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321 | (1) |
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Case 11.1 Mothers Against Drunk Driving (MADD) |
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321 | (1) |
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322 | (2) |
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Case 11.3 National Audubon Society |
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324 | (1) |
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325 | (1) |
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325 | (1) |
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Suggestions for Further Reading |
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325 | (2) |
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325 | (1) |
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325 | (1) |
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325 | (2) |
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PART IV OBTAINING AND MANAGING RESOURCES |
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327 | (116) |
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Chapter 12 Financial Management |
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328 | (36) |
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Definitions of Key Concepts |
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330 | (1) |
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Understanding Nonprofit Finances |
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331 | (4) |
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Nonprofit Financial Statements |
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335 | (8) |
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Statement of Financial Position |
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335 | (2) |
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337 | (2) |
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339 | (1) |
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Statement of Functional Expenses |
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339 | (3) |
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Required Disclosures and Notes to Financial Statements |
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342 | (1) |
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343 | (1) |
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344 | (2) |
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346 | (3) |
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Developing and Managing the Budget |
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349 | (2) |
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Financial Policies and Controls |
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351 | (1) |
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352 | (2) |
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354 | (1) |
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354 | (2) |
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356 | (4) |
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360 | (1) |
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361 | (1) |
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Suggestions for Further Reading |
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361 | (3) |
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361 | (1) |
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362 | (1) |
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362 | (2) |
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Chapter 13 Philanthropic Fundraising |
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364 | (36) |
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Definitions and Distinctions |
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366 | (2) |
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368 | (4) |
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Understanding Corporate Philanthropy |
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368 | (1) |
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369 | (1) |
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Motivations of Individual Donors |
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370 | (2) |
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372 | (9) |
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Identifying Priorities and Developing the Case |
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373 | (1) |
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Identifying and Qualifying Prospects |
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374 | (1) |
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375 | (1) |
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376 | (3) |
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Acknowledging and Recognizing Donors |
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379 | (1) |
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Stewarding the Gift and the Relationship |
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380 | (1) |
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Individual Donor Life Cycles |
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381 | (4) |
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382 | (3) |
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385 | (2) |
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Managing Fundraising Programs |
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387 | (3) |
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388 | (1) |
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388 | (1) |
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Fundraising Efficiency and Effectiveness |
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388 | (1) |
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Staff Performance and Accountability |
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389 | (1) |
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Ethics and Professional Standards |
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390 | (4) |
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Tainted Donors and Tainted Money |
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391 | (2) |
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Association of Fundraising Professionals Code |
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393 | (1) |
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394 | (2) |
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396 | (1) |
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Cases 13.1 a-g Fundraising Ethics |
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396 | (1) |
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397 | (1) |
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398 | (1) |
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Suggestions for Further Reading |
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398 | (2) |
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398 | (1) |
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398 | (1) |
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398 | (2) |
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Chapter 14 Social Enterprise and Earned Income |
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400 | (28) |
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Defining Social Enterprise and Earned Income |
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401 | (3) |
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404 | (1) |
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Partnerships With Business |
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405 | (8) |
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406 | (1) |
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407 | (1) |
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408 | (3) |
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411 | (1) |
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Operational Relationships |
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411 | (1) |
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Putting Partnerships Together |
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412 | (1) |
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Nonprofit Business Ventures |
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|
413 | (4) |
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Identifying Business Opportunities |
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414 | (1) |
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Feasibility Analysis and Business Planning |
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|
415 | (2) |
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Earned-Income Strategies: Issues and Decisions |
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|
417 | (4) |
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417 | (1) |
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Evaluating Opportunities Against Mission |
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418 | (2) |
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420 | (1) |
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421 | (1) |
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422 | (1) |
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Case 14.1 The National Geographic Society |
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423 | (1) |
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Case 14.2 Aspire CoffeeWorks |
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|
424 | (2) |
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426 | (1) |
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|
426 | (1) |
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Suggestions for Further Reading |
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|
426 | (2) |
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426 | (1) |
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427 | (1) |
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|
427 | (1) |
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Chapter 15 Government Grants and Contracts |
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|
428 | (15) |
|
Changes in Sources and Patterns of Support |
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|
430 | (1) |
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Grants, Contracts, and Fees |
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|
431 | (3) |
|
Government Support: Opportunities and Challenges |
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|
434 | (2) |
|
Seeking Government Support |
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|
436 | (3) |
|
Identifying Grant Opportunities |
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|
436 | (1) |
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Evaluating Grant Opportunities |
|
|
437 | (1) |
|
Preparing and Submitting an Application or Proposal |
|
|
438 | (1) |
|
Nonprofits in the Policy Arena |
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439 | (1) |
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|
439 | (1) |
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440 | (1) |
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Case 15.1 SEED Foundation |
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|
440 | (2) |
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|
442 | (1) |
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|
442 | (1) |
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Suggestions for Further Reading |
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|
442 | (1) |
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|
442 | (1) |
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|
442 | (1) |
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|
442 | (1) |
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443 | (39) |
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Chapter 16 Social Entrepreneurship and Innovation |
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|
444 | (18) |
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Defining and Understanding Social Entrepreneurship |
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|
445 | (3) |
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|
446 | (1) |
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446 | (2) |
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History of Social Entrepreneurship as a Field |
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448 | (1) |
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Theories of Social Entrepreneurship |
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|
449 | (1) |
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Social Entrepreneurship Across Fields and Around the World |
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|
450 | (2) |
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Building High-Impact Nonprofits |
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|
452 | (3) |
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455 | (1) |
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The Future of Social Entrepreneurship |
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456 | (1) |
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457 | (1) |
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457 | (1) |
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458 | (1) |
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Case 16.2 Harlem Children's Zone |
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459 | (1) |
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460 | (1) |
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|
460 | (1) |
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Suggestions for Further Reading |
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|
460 | (2) |
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|
460 | (1) |
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461 | (1) |
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|
461 | (1) |
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Chapter 17 Governing and Managing International and Global Organizations |
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462 | (20) |
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Definitions and Scope of International Organizations |
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464 | (2) |
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International Philanthropy and Fundraising |
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466 | (3) |
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467 | (1) |
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467 | (2) |
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International Nonprofit Governance and Management |
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469 | (4) |
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470 | (1) |
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Governing International and Global Organizations |
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|
470 | (1) |
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Structuring International NGOs |
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471 | (2) |
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473 | (1) |
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474 | (1) |
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Case 17.1 Medecins Sans Frontieres/Doctors Without Borders |
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|
474 | (2) |
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Case 17.2 Haitian Earthquake Relief and Recovery |
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|
476 | (2) |
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|
478 | (1) |
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Suggestions for Further Reading |
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|
478 | (1) |
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|
478 | (1) |
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478 | (1) |
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478 | (1) |
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479 | (3) |
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Appendix: Cases for Discussion |
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|
482 | (28) |
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|
482 | (7) |
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2 Share Our Strength/No Kid Hungry |
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|
489 | (8) |
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|
497 | (6) |
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4 The Girl Scouts of the United States of America |
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|
503 | (7) |
References |
|
510 | (30) |
Index |
|
540 | (27) |
About the Author |
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567 | |