| NonProfit Management Principles and Practice |
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xvii | |
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xix | |
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Part I. Understanding Nonprofit Management, the Nonprofit Sector, and Nonprofit Organizations |
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1 | (72) |
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1 Nonprofit Management as a Profession and a Field of Study |
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3 | (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 | (3) |
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Toward a Balanced Approach |
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11 | (2) |
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Proceeding With Realism and Pride |
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13 | (1) |
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14 | (1) |
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15 | (1) |
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15 | (1) |
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Suggestions for Further Reading |
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15 | (4) |
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15 | (1) |
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16 | (1) |
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16 | (3) |
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2 Overview of the Nonprofit Sector |
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19 | (30) |
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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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23 | (2) |
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Size of the U.S. Nonprofit Sector |
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25 | (1) |
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Differentiating the Nonprofit Sector |
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26 | (12) |
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National Taxonomy of Exempt Entities |
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26 | (1) |
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27 | (8) |
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35 | (1) |
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The Spectrum of Organizations |
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36 | (2) |
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38 | (3) |
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Commercialization and Tax Exemption |
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41 | (1) |
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Implications for Nonprofit Managers |
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42 | (1) |
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43 | (1) |
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44 | (1) |
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44 | (2) |
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Case 2.1. A Hybrid Organization: The GlobalGiving Foundation and ManyFutures Inc. |
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44 | (1) |
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Case 2.2. A Double Bottom Line: Ben & Jerry's |
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45 | (1) |
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46 | (1) |
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Suggestions for Further Reading |
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47 | (2) |
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47 | (1) |
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47 | (1) |
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47 | (2) |
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3 Theories of the Nonprofit Sector and Nonprofit Organizations |
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49 | (24) |
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Explaining the Nonprofit Sector |
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49 | (9) |
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Nonprofit Theory Across the Disciplines |
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49 | (2) |
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51 | (1) |
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Market and Government Failure |
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52 | (1) |
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Nonprofits as Gap Fillers |
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53 | (1) |
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54 | (1) |
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Theories of Altruism and Giving |
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54 | (1) |
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Theory of the Commons: An Interdisciplinary Approach |
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55 | (1) |
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Changing Definitions of Private, Public, and Common |
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56 | (2) |
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Explaining Nonprofit Organizations |
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58 | (9) |
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Characteristics of Nonprofit Organizations |
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58 | (2) |
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Nonprofits as Open Systems |
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60 | (2) |
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62 | (2) |
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64 | (1) |
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Explaining Nonprofit Organizational Structures |
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65 | (1) |
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66 | (1) |
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67 | (1) |
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68 | (1) |
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68 | (4) |
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Case 3.1 The Smithsonian Institution and the Catherine B. Reynolds Foundation |
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68 | (3) |
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Case 3.2 The National Trust for Historic Preservation |
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71 | (1) |
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72 | (1) |
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Suggestions for Further Reading |
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72 | (3) |
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72 | (1) |
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72 | (1) |
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Part II. Governing and Leading Nonprofit Organizations |
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73 | (60) |
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4 Nonprofit Governing Boards |
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75 | (32) |
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Types of Governing Boards |
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76 | (4) |
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76 | (1) |
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77 | (1) |
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Appointed and Hybrid Boards |
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78 | (1) |
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Advisory Boards and Councils |
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78 | (2) |
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The Governing Board's Responsibilities |
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80 | (7) |
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The Governing Board's Legal Responsibilities |
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80 | (3) |
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The Governing Board's Functional Responsibilities |
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83 | (4) |
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87 | (7) |
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Carver's Policy Governance Model |
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88 | (2) |
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Chait, Ryan, and Taylor: Governance as Leadership |
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90 | (2) |
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Herman and Heimovick Psychological Centrality and Board-Centered Leadership |
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92 | (1) |
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Explaining Board Behavior |
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93 | (1) |
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Managing Nonprofit Boards |
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94 | (1) |
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94 | (1) |
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94 | (1) |
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95 | (1) |
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Nonprofit Board Effectiveness |
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95 | (3) |
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Critics of Board Performance |
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96 | (1) |
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The Search for Best Practices |
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96 | (2) |
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The Challenge of Nonprofit Governance. |
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98 | (2) |
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100 | (1) |
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101 | (1) |
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101 | (3) |
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Case 4.1 The American University |
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102 | (1) |
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Case 4.2 The Hershey Trust |
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103 | (1) |
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104 | (1) |
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Suggestions for Further Reading |
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104 | (3) |
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104 | (1) |
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104 | (3) |
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107 | (26) |
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107 | (2) |
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Management and Leadership |
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109 | (1) |
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Overview of Leadership Theories |
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110 | (6) |
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Transformational Leadership |
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112 | (2) |
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114 | (2) |
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The Effective Nonprofit CEO |
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116 | (4) |
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117 | (1) |
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117 | (1) |
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Focus on External Relationships |
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118 | (1) |
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Share Leadership and Empower Others |
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118 | (1) |
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Focus on Key Roles and Priorities |
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118 | (1) |
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Use the "Political Frame" |
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119 | (1) |
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Right Person, Right Place, Right Time |
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119 | (1) |
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120 | (2) |
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122 | (2) |
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124 | (1) |
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125 | (1) |
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126 | (1) |
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126 | (4) |
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Case 5.1 A Change in Leadership at Habitat for Humanity |
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127 | (1) |
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Case 5.2 Challenge and Change at United Way |
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128 | (2) |
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130 | (1) |
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Suggestions for Further Reading |
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130 | (5) |
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130 | (1) |
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131 | (1) |
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131 | (2) |
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Part III. Managing the Nonprofit Organization |
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133 | (170) |
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6 Ensuring Accountability and Measuring Performance |
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135 | (36) |
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Defining and Ensuring Accountability |
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135 | (1) |
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Mechanisms for Accountability |
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136 | (11) |
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136 | (2) |
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Self Regulation: Standards and Accreditation |
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138 | (8) |
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146 | (1) |
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147 | (14) |
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148 | (2) |
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150 | (1) |
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151 | (5) |
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156 | (1) |
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157 | (1) |
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Social Return on Investment |
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158 | (1) |
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159 | (2) |
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Performance Measurement: The Continuing Debate |
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161 | (1) |
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162 | (1) |
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163 | (4) |
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Case 6.1 Greg Mortenson and the Central Asia Institute |
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163 | (2) |
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165 | (2) |
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167 | (1) |
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Suggestions for Further Reading |
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167 | (4) |
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167 | (1) |
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167 | (1) |
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168 | (3) |
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7 Developing Strategy and Building Capacity |
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171 | (30) |
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171 | (1) |
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Strategic Planning and Strategic Management |
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172 | (1) |
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The Strategic Planning Process |
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173 | (12) |
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175 | (1) |
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Defining Mission, Values, and Vision |
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176 | (2) |
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178 | (2) |
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Identifying Strategic Issues |
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180 | (1) |
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180 | (1) |
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181 | (3) |
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184 | (1) |
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Writing the Strategic Plan |
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185 | (1) |
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Developing an Operational Plan |
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185 | (1) |
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Benefits and Limitations of Strategic Planning |
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185 | (1) |
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Building Organizational Capacity |
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186 | (1) |
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Defining and Understanding Capacity |
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187 | (1) |
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Capacity Building in Action |
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188 | (1) |
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A Model for Capacity Building |
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189 | (2) |
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Capacity and Organizational Life Cycles |
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191 | (2) |
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Capacity Building Evaluated |
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193 | (1) |
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193 | (1) |
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194 | (3) |
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Case 7.1 New Hope Housing Strategic Plan 2011-2016 |
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195 | (2) |
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197 | (1) |
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Suggestions for Further Reading |
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198 | (3) |
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198 | (1) |
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198 | (3) |
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8 Collaborations, Partnerships, and Mergers |
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201 | (26) |
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Growing Interest in Collaboration |
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202 | (1) |
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A Continuum of Relationships |
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203 | (2) |
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Exploring Collaborations and Mergers |
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205 | (1) |
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Drivers of Collaborations and Mergers |
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206 | (1) |
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Obstacles to Collaboration and Merger |
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207 | (3) |
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208 | (1) |
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208 | (1) |
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209 | (1) |
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209 | (1) |
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Community or Political Objections |
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209 | (1) |
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210 | (1) |
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210 | (2) |
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210 | (1) |
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Commitment From Top Leadership |
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210 | (1) |
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210 | (1) |
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211 | (1) |
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211 | (1) |
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Collaborations and Mergers Within National Nonprofits |
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212 | (5) |
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Cross-Sector Collaboration |
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214 | (1) |
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A Continuum of Cross-Sector Collaboration |
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214 | (1) |
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Advantages and Disadvantages of CSCs |
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215 | (1) |
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Obstacles and Conditions for Success |
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216 | (1) |
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Achieving Collective Impact |
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217 | (2) |
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219 | (1) |
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220 | (4) |
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Case 8.1 Street Village and Miriam's House |
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220 | (4) |
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224 | (1) |
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Suggestions for Further Reading |
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224 | (1) |
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224 | (1) |
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225 | (1) |
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225 | (1) |
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225 | (2) |
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9 Managing Staff and Service Volunteers |
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227 | (32) |
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Human Resources Management |
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228 | (1) |
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An Overview of Management Theories |
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229 | (1) |
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Understanding Human Motivations |
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229 | (7) |
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Maslow's Hierarchy of Needs |
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231 | (1) |
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McGregor: Theory X and Theory Y |
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231 | (1) |
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McClelland: Three Needs Theory |
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232 | (1) |
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Myers and Briggs: Personality Types |
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232 | (1) |
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Herzberg: Motivators and Dissatisifers |
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232 | (2) |
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Motivations of Nonprofit Staff |
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234 | (1) |
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Life Cycles and Generations |
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235 | (1) |
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Applying Theories to Managing the Nonprofit Workforce |
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236 | (2) |
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238 | (11) |
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239 | (2) |
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Motivations of Volunteers |
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241 | (1) |
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Volunteer Program Practices |
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242 | (7) |
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Volunteer Management as a Career Field |
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249 | (2) |
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The Future of Volunteerism |
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251 | (1) |
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252 | (1) |
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253 | (3) |
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254 | (1) |
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254 | (1) |
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255 | (1) |
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Case 9.4 Myra the Volunteer Manager |
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256 | (1) |
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256 | (1) |
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Suggestions for Further Reading |
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257 | (2) |
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257 | (1) |
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257 | (2) |
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10 Marketing and Communications |
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259 | (26) |
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Defining and Understanding Marketing |
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259 | (2) |
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Marketing Serves the Mission |
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261 | (1) |
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262 | (1) |
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263 | (1) |
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263 | (6) |
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265 | (1) |
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265 | (1) |
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266 | (1) |
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266 | (1) |
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267 | (2) |
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269 | (1) |
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269 | (3) |
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Integrated Marketing Communication (IMC) |
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272 | (2) |
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Crafting an Effective Message |
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274 | (1) |
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274 | (2) |
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276 | (1) |
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Evaluating Marketing and Communication |
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277 | (1) |
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278 | (1) |
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279 | (1) |
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280 | (2) |
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280 | (1) |
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Case 10.2 Susan G. Komen Foundation |
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281 | (1) |
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282 | (1) |
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Suggestions for Further Reading |
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283 | (2) |
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283 | (1) |
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283 | (2) |
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285 | (18) |
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287 | (1) |
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288 | (5) |
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Option I: Substantial Part Test |
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290 | (1) |
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Option II: 501(h) Expenditure Test |
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290 | (2) |
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Political Campaign Activity |
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292 | (1) |
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Implementing an Advocacy Program |
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293 | (2) |
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Continuing Issues and Debate |
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295 | (1) |
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296 | (1) |
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297 | (1) |
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297 | (2) |
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Case 11.1 Mothers Against Drunk Driving (MADD) |
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297 | (1) |
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298 | (1) |
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299 | (1) |
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Suggestions for Further Reading |
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300 | (5) |
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300 | (1) |
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300 | (1) |
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301 | (2) |
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Part IV. Obtaining and Managing Resources |
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303 | (106) |
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305 | (28) |
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Definitions of Key Concepts |
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305 | (2) |
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Overview of Nonprofit and Personal Finances |
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307 | (3) |
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Nonprofit Financial Statements |
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310 | (7) |
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Statement of Financial Position |
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310 | (5) |
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315 | (1) |
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316 | (1) |
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Statement of Functional Expenses |
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316 | (1) |
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317 | (2) |
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319 | (2) |
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Developing and Managing the Budget |
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321 | (2) |
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Risk Management, Financial Policies, and Controls |
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323 | (2) |
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325 | (1) |
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326 | (1) |
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326 | (4) |
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327 | (1) |
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Case 12.2 Corcoran Gallery of Art and Corcoran School of the Arts and Design |
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328 | (2) |
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330 | (1) |
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Suggestions for Further Reading |
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331 | (2) |
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331 | (1) |
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331 | (2) |
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13 Philanthropic Fundraising |
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333 | (38) |
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Definitions and Distinctions |
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334 | (2) |
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336 | (4) |
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Understanding Corporate Philanthropy |
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336 | (1) |
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337 | (2) |
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Motivations of Individual Donors |
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339 | (1) |
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340 | (10) |
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Identifying Priorities and Developing the Case |
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341 | (1) |
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Identifying and Qualifying Prospects |
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342 | (1) |
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343 | (1) |
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344 | (5) |
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Acknowledging and Recognizing Donors |
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349 | (1) |
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Stewarding the Gift and the Relationship |
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349 | (1) |
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Individual Donor Life Cycles |
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350 | (5) |
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352 | (3) |
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355 | (2) |
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Managing Fundraising Programs |
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357 | (2) |
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357 | (1) |
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357 | (1) |
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Fundraising Efficiency and Effectiveness |
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358 | (1) |
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Staff Performance and Accountability |
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359 | (1) |
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Ethics and Professional Standards |
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359 | (4) |
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363 | (2) |
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365 | (1) |
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365 | (2) |
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Cases 13.1a-g Fundraising Ethics |
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366 | (1) |
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367 | (1) |
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Suggestions for Further Reading |
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367 | (4) |
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367 | (1) |
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367 | (1) |
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368 | (3) |
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14 Earned-Income Strategies |
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371 | (26) |
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372 | (2) |
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Partnerships With Business |
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374 | (6) |
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375 | (1) |
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375 | (1) |
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376 | (2) |
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Operational Relationships |
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378 | (1) |
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Putting Partnerships Together |
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379 | (1) |
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Nonprofit Business Ventures |
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380 | (4) |
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Identifying Business Opportunities |
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381 | (1) |
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Feasibility Analysis and Business Planning |
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382 | (2) |
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Earned-Income Strategies: Issues and Decisions |
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384 | (4) |
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385 | (1) |
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Evaluating Opportunities Against Mission |
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386 | (1) |
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387 | (1) |
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388 | (2) |
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390 | (3) |
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Case 14.1 Minnesota Public Radio |
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390 | (1) |
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Case 14.2 Aspire CoffeeWorks |
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391 | (2) |
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393 | (1) |
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Suggestions for Further Reading |
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393 | (4) |
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393 | (1) |
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394 | (3) |
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15 Government Grants and Contracts |
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397 | (12) |
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Changes in Sources and Patterns of Support |
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398 | (1) |
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Grants, Contracts, and Fees |
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398 | (3) |
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Government Support: Opportunities and Challenges |
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401 | (2) |
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Seeking Government Support |
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403 | (2) |
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Identifying Grant Opportunities |
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403 | (1) |
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Evaluating Grant Opportunities |
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403 | (1) |
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Preparing and Submitting an Application or Proposal |
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404 | (1) |
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Nonprofits in the Policy Arena |
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405 | (1) |
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405 | (1) |
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406 | (2) |
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Case 15.1 SEED Foundation |
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407 | (1) |
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408 | (1) |
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Suggestions for Further Reading |
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408 | (3) |
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408 | (1) |
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408 | (1) |
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409 | (36) |
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16 Social Entrepreneurship and Innovation |
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411 | (18) |
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Defining and Understanding Social Entrepreneurship |
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411 | (3) |
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412 | (1) |
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412 | (2) |
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History of Social Entrepreneurship as a Field |
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414 | (1) |
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Theories of Social Entrepreneurship |
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415 | (2) |
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Social Entrepreneurship Across Fields and Around the World |
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417 | (2) |
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Building High-Impact Nonprofits |
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419 | (1) |
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420 | (1) |
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The Future of Social Entrepreneurship |
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421 | (1) |
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422 | (1) |
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423 | (2) |
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423 | (1) |
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Case 16.2 Harlem Children's Zone |
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424 | (1) |
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425 | (1) |
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Suggestions for Further Reading |
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425 | (4) |
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425 | (1) |
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426 | (3) |
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17 Governing and Managing International and Global Organizations |
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429 | (20) |
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Definitions and Scope of International Organizations |
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430 | (2) |
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International Philanthropy and Fundraising |
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432 | (3) |
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432 | (1) |
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433 | (2) |
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International Nonprofit Governance and Management |
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435 | (3) |
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435 | (1) |
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Governing International and Global Organizations |
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436 | (1) |
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Structuring International NGOs |
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437 | (1) |
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438 | (2) |
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440 | (3) |
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Case 17.1 Medecins Sans Frontieres/Doctors Without Borders |
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440 | (1) |
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Case 17.2 Haitian Earthquake Relief and Recovery |
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441 | (2) |
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443 | (1) |
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Suggestions for Further Reading |
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443 | (2) |
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443 | (1) |
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443 | (2) |
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445 | (4) |
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Appendix: Cases for Discussion |
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449 | (22) |
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449 | (6) |
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2 Share Our Strength/No Kid Hungry |
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455 | (9) |
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464 | (7) |
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471 | (24) |
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495 | (16) |
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511 | |
| Cases In Nonprofit Management: A Hands-On Approach to Problem Solving |
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Cases Listed by Topic and Theme |
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x | |
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Cases Listed by Type of Organization |
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xv | |
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Preface and Acknowledgments |
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xvii | |
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xxii | |
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Chapter 1 Nature of the Sector |
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1 | (24) |
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1 | (4) |
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Case 1.1 Social Enterprise Within a Nonprofit Organization |
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5 | (4) |
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Case 1.2 To Start or Aid an Existing Organization |
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9 | (5) |
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Case 1.3 When Mission and Money Collide |
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14 | (5) |
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Case 1.4 Why Bylaws Matter |
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19 | (6) |
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Chapter 2 Board of Directors |
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25 | (21) |
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25 | (5) |
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Case 2.1 Conflict of Interest |
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30 | (3) |
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Case 2.2 Hiring Board Members as Staff |
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33 | (4) |
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Case 2.3 The Board's Role in CEO Evaluation |
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37 | (5) |
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Case 2.4 The Rubber-Stamp Board |
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42 | (4) |
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Chapter 3 Executive Leadership |
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46 | (21) |
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46 | (3) |
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Case 3.1 The Board's Role in Executive Transition |
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49 | (5) |
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54 | (4) |
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Case 3.3 Challenges of Executive Search |
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58 | (5) |
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Case 3.4 Toxic Leadership |
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63 | (4) |
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Chapter 4 Measuring Performance |
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67 | (16) |
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67 | (4) |
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Case 4.1 Establishing Metrics |
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71 | (4) |
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Case 4.2 When Outcomes Fail to Meet Established Benchmarks |
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75 | (4) |
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Case 4.3 When the Program Isn't Working |
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79 | (4) |
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Chapter 5 Strategic Decision Making |
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83 | (18) |
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83 | (3) |
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Case 5.1 Generating Revenue by Selling Assets |
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86 | (6) |
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92 | (5) |
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Case 5.3 Setting Strategy |
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97 | (4) |
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Chapter 6 Human Resource Management |
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101 | (19) |
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101 | (3) |
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Case 6.1 Policies and Procedures for Staff Members in Crisis |
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104 | (5) |
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Case 6.2 Employee Substance Abuse |
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109 | (3) |
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Case 6.3 Volunteers Ignoring the Rules |
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112 | (4) |
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Case 6.4 When Volunteers Run Amok |
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116 | (4) |
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Chapter 7 Risk Management |
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120 | (18) |
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120 | (3) |
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Case 7.1 Stolen Information |
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123 | (3) |
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126 | (5) |
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Case 7.3 Vulnerable Populations |
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131 | (4) |
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Case 7.4 Workplace Accidents |
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135 | (3) |
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Chapter 8 Public Relations and Marketing |
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138 | (20) |
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138 | (3) |
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Case 8.1 A Change in Policy With Unforeseen Consequences |
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141 | (4) |
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Case 8.2 Celebrity Endorsements |
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145 | (4) |
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Case 8.3 Dealing With the Press |
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149 | (5) |
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Case 8.4 Devising Marketing Strategies |
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154 | (4) |
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Chapter 9 Generating Revenue |
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158 | (17) |
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158 | (3) |
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Case 9.1 Donor Management |
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161 | (4) |
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165 | (5) |
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Case 9.3 Accounting for Fund-Raising Costs |
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170 | (5) |
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Chapter 10 Financial Management |
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175 | (17) |
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175 | (3) |
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Case 10.1 Decision Making |
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178 | (4) |
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Case 10.2 Misallocation of Grant Money |
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182 | (5) |
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187 | (5) |
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Chapter 11 Advocacy and Lobbying |
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192 | (15) |
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192 | (3) |
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Case 11.1 Meeting Your Mission |
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195 | (4) |
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Case 11.2 Public Policy Versus the Bottom Line |
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199 | (5) |
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204 | (3) |
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207 | (15) |
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207 | (3) |
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Case 12.1 Internal Systems |
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210 | (4) |
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Case 12.2 Integrating Technology |
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214 | (4) |
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218 | (4) |
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222 | (18) |
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222 | (3) |
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Case 13.1 Deciding When to Hire Staff |
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225 | (3) |
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Case 13.2 Donor Advised Funds |
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228 | (3) |
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Case 13.3 Foundation-Initiated Collaboration |
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231 | (5) |
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Case 13.4 When a Foundation Accomplishes Its Mission |
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236 | (4) |
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Chapter 14 International Nonprofits |
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240 | |
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240 | (2) |
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Case 14.1 Cross-Cultural Clash |
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242 | (4) |
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Case 14.2 NGO Accountability |
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246 | (3) |
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Case 14.3 The Organic Nonprofit |
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249 | (4) |
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Case 14.4 When Donors Don't Want to Fund Overhead |
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253 | |
