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• Title Page
• Copyright
• Figures, Tables, and Exhibits
• Figures
• Tables
• Exhibits
• The Contributors
• The Editor
• Introduction to the Fourth Edition
• Intended Audience
• Overview of the Contents
• Acknowledgments
• Part One: The Context and Institutional Setting of the Nonprofit Sector
• Chapter 1: Historical Perspectives on Nonprofit Organizations in the United States
• Associations in Early America
• Voluntary Associations in the New Republic, 1780–1830
• Nation Building, 1860–1920
• New Charitable Vehicles, 1890–1930
• Big Government, the Nonprofit Sector, and the Transformation of Public Life, 1930–1980
• The Conservative Revolution and the Nonprofit Sector, 1980–2000
• The New Century and the Transformation of Philanthropy
• The Nonprofit Sector and the Global Challenge
• Conclusion
• Notes
• References
• Chapter 2: The Legal Framework of the Nonprofit Sector in the United States
• Nonprofit Organizations
• Tax-Exempt Organizations
• Categories of Tax-Exempt Organizations
• Tax-Exempt Organizations Law Basics
• Public Charities and Private Foundations
• Governance
• Developments in Nonprofit Governance
• Unrelated Business Rules
• Subsidiaries
• Joint Ventures
• Other Aspects of Law of Exempt Organizations
• Organization of IRS
• Reference Resources
• Chapter 3: The Changing Context of Nonprofit Management in the United States
• Introduction
• The Nonprofit Sector in America
• Big Questions for Nonprofit Leaders
• Challenges and Opportunities for the Future
• Conclusion
• Note
• References
• Chapter 4: The Many Faces of Nonprofit Accountability
• Accountability to Whom?
• Accountability for What?
• Accountability How?
• Discussion and Implications
• Conclusions
• Notes
• References
• Part Two: Leading and Governing Nonprofit Organizations
• Chapter 5: Leadership, Governance, and the Work of the Board
• The Legal Dimensions of Board Work
• The Legal Responsibilities of the Individual Board Member
• Governance, Strategy, and the Work of the Board
• The Work of Individual Board Members
• Characteristics of Typical Nonprofit Boards
• Building Board Capacity to Serve
• The Board Builder’s Challenge: Taking the Long-Term Developmental Perspective
• Conclusion
• Notes
• References
• Chapter 6: Executive Leadership
• Executive Centrality
• Board-Centered Leadership Skills of Chief Executives
• Leadership Across the Boundaries: Impact in the External World
• Using the Political Frame
• Summary
• References
• Chapter 7: Ethical Nonprofit Management: Core Values and Key Practices
• Chapter Overview
• What Are “Ethics”?
• Professional Ethics
• Misunderstanding Professional Ethics
• Core Values for the Voluntary Sector
• Ethical Management in Ethical Organizations
• From Ideals to Operative Values
• Creating and Maintaining a Culture of Integrity
• Summary
• References
• Chapter 8: Strategic Management
• Nonprofit Strategic Management Cycle
• Service and Resource Opportunities
• Delivery Systems and Capabilities
• Performance and Control
• Conclusion
• References
• Chapter 9: Strategic Planning and the Strategy Change Cycle
• A Ten-Step Strategic Planning Process
• Tailoring the Process to Specific Circumstances
• Roles for Planners, Decision Makers, Implementers, and Citizens
• Summary
• References
• Chapter 10: Understanding Nonprofit Effectiveness
• Theoretical Perspectives on Nonprofit Organizational Effectiveness
• Key Insights on Organizational Effectiveness
• Type of Organization Makes a Difference
• Differentiating Program, Organization, and Network Effectiveness
• Implications
• Conclusion
• References
• Part Three: Managing Nonprofit Operations
• Chapter 11: Social Entrepreneurship and Social Innovation
• Social Entrepreneurship Is Responding to the “New Realities”
• What Is Social Entrepreneurship?
• Toward a Shared Theory of Social Entrepreneurship
• The Process of Social Entrepreneurship: Creating Worthy Opportunities
• Strengthening the “Ecosystem” of Social Entrepreneurship
• Finding Key Leverage Points in the Ecosystem
• Conclusion
• Notes
• References
• Chapter 12: Social Enterprise and Nonprofit Ventures
• Culture and the Context of Social Enterprise
• Who Should Establish a Social Enterprise?
• Access to Knowledge and Expertise About Social Enterprise
• Structure Options for Social Enterprises
• Other Enterprise Options
• Enterprise Planning
• Moving Forward
• References
• Chapter 13: Marketing for Nonprofit Organizations
• Key Concepts in Nonprofit Marketing
• A Strategic Approach to Marketing
• The Role of Data Analysis in Decision Making
• Segmentation and Target Marketing
• Competition, Positioning, and Branding
• Managing the Marketing Mix
• Product Marketing in the Nonprofit Sector
• Summary
• References
• Chapter 14: Advocacy, Lobbying, and Social Change
• The Role of Nonprofits in the Public Dialogue
• What Constitutes Advocacy?
• Building and Contributing to Social Change Movements
• Nonprofit Activism and the Law
• Nonprofit Nonpartisan Election Activities and the Law
• Build Advocacy Capacity
• Framework for Advocacy: A Pragmatic Approach to Advocacy and Lobbying
• Primary Advocacy Actions: Direct Lobbying, Grassroots Organizing, and Media Advocacy
• Evaluating Public Policy Advocacy, Lobbying, and Civic Engagement
• Advancing Advocacy as a Field
• Note
• References
• Chapter 15: Value Creation Through Collaboration
• The Value Creation Spectrum
• Collaborative Value Mindset
• Collaboration Stages
• Collaborative Value Creation Processes
• Collaborative Value Outcomes
• Smart Collaborative Value Creation Practices
• Conclusion
• Note
• References
• Reference Resources
• Chapter 16: Outcome Assessment and Program Evaluation
• Planning the Process for Outcome Assessment
• Defining Program Goals
• Measuring Goals
• Data Collection, Analysis, and Reporting
• Two Approaches to Program Evaluation
• Who Does the Evaluation?
• Determining the Purpose of the Evaluation
• Process Evaluation
• Data Development, Report Writing, and Follow-Up
• Summary
• References
• Part Four: Developing and Managing Nonprofit Financial Resources
• Chapter 17: Financial Leadership in Nonprofit Organizations
• Organizational Culture, Systems, and Skills to Support Financial Leadership
• Leading with a Long-Term Wealth Frame
• A Dynamic Modestly Profitable Program Portfolio
• From Planning to Deciding
• Conclusion
• References
• Chapter 18: Philanthropy and Fundraising: The Comprehensive Development Program
• The Philanthropic Environment and Context
• The Total Development Program
• Stewardship and Accountability
• Organizational Issues Impacting Fundraising
• Conclusion
• Note
• References
• Chapter 19: Nonprofit Finance: Developing Nonprofit Resources
• Sources of Nonprofit Income
• Economic Concepts Underlying Nonprofit Finance
• The Role of Different Forms of Nonprofit Income
• Portfolio Issues
• Conclusion
• References
• Chapter 20: Managing the Challenges of Government Contracts
• Background
• A Restructured Contracting Relationship
• Contracting as a Regime
• Strategic Management in an Era of Impact, Competition, and Accountability
• Innovation and Reform in Contracting
• Conclusion
• References
• Chapter 21: Tools and Techniques of Nonprofit Financial Management
• How to Avoid a Cash Shortage
• How to Prepare a Budget
• How to Use a Budget to Manage
• How to Achieve Long-Run Success
• How Boards Should Oversee Finances
• Conclusion
• Reference Resources
• Notes
• References
• Part Five: Leading and Managing People in Nonprofits
• Chapter 22: Effective Human Resource Management: Nonprofit Staffing for the Future
• Why Emphasize Recruitment and Retention?
• Human Resources Is a System, Not a Set of Tasks
• If You Build It, They Will Come (and Stay)
• First Things First: Make It Legal
• Putting It All Together: The Processes of Human Resources
• Retention Through Motivation
• Discharge, Layoffs, and Voluntary Turnover
• Make or Buy? Outsourcing Human Resources
• Summary: Effective Human Resource Practice
• References
• Chapter 23: Compensation: Total Rewards Programs in Nonprofit Organizations
• Total Rewards: Integral to Organizational Strategy
• Traditional Base Compensation Principles
• Incentive Pay in Nonprofits
• Executive Pay in Nonprofits
• Benefits
• Justifying Reward Costs to Directors
• Conclusion
• References
• Chapter 24: Designing and Managing Volunteer Programs
• Establishing the Rationale for Volunteer Involvement
• Involving Paid Staff in Volunteer Program Design
• Integrating the Volunteer Program into the Organization
• Creating Positions of Program Leadership
• Preparing Job Descriptions for Volunteer Positions
• Meeting the Needs of Volunteers
• Recruiting and Retaining Volunteers
• Managing Volunteers
• Evaluating and Recognizing Volunteer Effort
• Summary and Conclusion
• References
• Conclusion: The Future of Nonprofit Leadership and Management
• The Successful Nonprofit Leader and Manager of the Future
• Does Nonprofit Management Differ from For-Profit Management?
• Conclusion
• References
• Name Index
• Subject Index
• End User License Agreement