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• COVER
• TABLE OF CONTENTS
• TITLE PAGE
• COPYRIGHT
• TABLES, FIGURES, AND EXHIBITS
• Tables
• Figures
• Exhibit
• THE CONTRIBUTORS
• THE EDITORS
• INTRODUCTION TO THE FIFTH EDITION
• David O. Renz, William A. Brown, and Fredrik O. Andersson
• The Context for the Fifth Edition
• Intended Audience
• Overview of the Contents
• Acknowledgments
• PART ONE: THE CONTEXT AND INSTITUTIONAL SETTING OF THE NONPROFIT SECTOR
• Additional Resources
• References
• CHAPTER ONE: THE CHANGING CONTEXT OF NONPROFIT MANAGEMENT
• Key Context Factors
• Policy Challenges and Neglect
• Concluding Reflections
• References
• CHAPTER TWO: THE LEGAL FRAMEWORK OF THE NONPROFIT SECTOR IN THE UNITED STATES
• Formation of a Tax-Exempt Nonprofit Organization
• Nonprofit Organizations under State Laws
• 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
• Isolating Activities and Risks: LLCs, Subsidiaries, and Joint Ventures
• Other Aspects of Law of Exempt Organizations
• The Organization of the IRS
• Note
• Additional Resources
• CHAPTER THREE: THE MANY FACES OF NONPROFIT ACCOUNTABILITY
• Accountability Research: Emergence and Definitions
• Accountability to Whom?
• Accountability for What?
• Accountability How?
• Discussion and Implications: Toward a Learning-Driven Accountability
• Conclusions
• Notes
• References
• PART TWO: LEADING AND GOVERNING NONPROFIT ORGANIZATIONS
• CHAPTER FOUR: 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 Changing Nature of Governance and the Work of the Board
• Conclusion
• Additional Resources
• Notes
• References
• CHAPTER FIVE: EXECUTIVE LEADERSHIP
• Executive Centrality
• Board-Centered Leadership Skills of CEOs
• Leadership across the Boundaries: Impact in the External World
• Using the Political Frame
• Summary
• Additional Resources
• References
• CHAPTER SIX: ETHICAL NONPROFIT MANAGEMENT
• 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
• Additional Resources
• References
• Note
• CHAPTER SEVEN: STRATEGIC MANAGEMENT
• Nonprofit Strategic Management Framework
• External Opportunities and Threats
• Internal Capabilities
• Performance Objectives
• Conclusion
• References
• CHAPTER EIGHT: STRATEGIC PLANNING AND THE STRATEGY CHANGE CYCLE
• A 10-Step Strategic Planning Process
• Tailoring the Process to Specific Circumstances
• Summary
• Additional Resources
• References
• CHAPTER NINE: UNDERSTANDING NONPROFIT EFFECTIVENESS
• Theoretical Perspectives on Nonprofit Organization Effectiveness
• Key Insights on Organizational Effectiveness
• Implications
• Conclusion
• Note
• References
• PART THREE: ORGANIZING AND MANAGING NONPROFIT OPERATIONS
• Note
• Additional Resources
• References
• CHAPTER TEN: MAKING SENSE OF SOCIAL ENTREPRENEURSHIP AND SOCIAL ENTERPRISE
• The Emergence of Social Entrepreneurship and Social Enterprise in the Nonprofit Sector
• What Is Social Entrepreneurship?
• What Is Social Enterprise?
• Why Social Entrepreneurship and Social Enterprise Matter
• Notes
• References
• CHAPTER ELEVEN: NONPROFIT VENTURE DEVELOPMENT
• Choices of Organizations and Types of Ventures
• Should You Start a Social Enterprise?
• New Social Venture Planning and Development
• Moving Forward
• Notes
• References
• CHAPTER TWELVE: ANATOMY OF A NONPROFIT BRAND
• The Nonprofit Brand: More than a Logo
• Marketing and Nonprofit Marketing
• The Nonprofit Landscape and Nonprofit Branding
• Internal Branding
• External Branding
• Alignment of Internal and External Branding
• Brand Purpose
• Connecting to Nonprofit Marketing
• Implications and Summary
• References
• CHAPTER THIRTEEN: ADVOCACY, LOBBYING, AND SOCIAL JUSTICE
• Organizations Engaged in Advocacy
• Advocacy
• An Advocacy Framework: Getting to Work
• Dealing with Resistance
• A Different Lens: Social Justice Advocacy
• Community-Centered Approaches to Advocacy
• Advocacy Inside Organizations
• Conclusion
• Additional Resources
• References
• CHAPTER FOURTEEN: INTERORGANIZATIONAL RELATIONSHIPS
• Levels of Engagement
• Types of Interorganizational Relationships
• Paradoxes of Interorganizational Arrangements
• Reasons for Interorganizational Arrangements
• Challenges of Interorganizational Relationships
• External Contingencies and Preconditions
• Phases of Managing Interorganizational Arrangements
• Conclusion
• Additional Resources
• Note
• References
• CHAPTER FIFTEEN: RISK AWARE: FORTIFYING YOUR MISSION WITH A PRACTICAL APPROACH TO RISK MANAGEMENT
• Elements of an Effective Risk-Management Program
• Integrating Sound Risk Management in Your Nonprofit
• The Risk-Management Process
• Applying the Risk-Management Framework
• Volunteer Liability and Risk Management
• Insurance and Risk Management
• Summary
• Additional Resources
• Note
• References
• CHAPTER SIXTEEN: PROGRAM EVALUATION: PRINCIPLES FOR USEFUL EVALUATION
• What Is Program Evaluation?
• Evaluation as a Leadership Function
• Utilization-Focused Evaluation
• Operating Principles for Evaluation Users
• New Directions for Evaluation
• Note
• References
• PART FOUR: DEVELOPING AND MANAGING NONPROFIT FINANCIALRESOURCES
• Additional Resources
• CHAPTER SEVENTEEN: FINANCIAL LEADERSHIP AND SUSTAINABILITY
• Ensure Accuracy
• Build Financial Acumen among Everyone
• Understand the Business Model
• Make Ongoing Strategic Decisions That Balance Mission and Money
• Summary
• Additional Resources
• References
• CHAPTER EIGHTEEN: NONPROFIT FINANCE: DEVELOPING NONPROFIT RESOURCES
• Sources of Nonprofit Income
• Economic Concepts Underlying Nonprofit Finance
• The Role of Different Forms of Nonprofit Income
• Portfolio Issues
• Organizational Resilience
• Conclusion
• Note
• References
• CHAPTER NINETEEN: PHILANTHROPY AND FUNDRAISING
• Introduction
• General Trends in Charitable Giving
• Philanthropic Environment and Context
• Demographics and Philanthropy
• The Ethics of Philanthropy and Fundraising
• Exploring “Whys” of Fundraising Using Theory
• The Fundraising Profession
• The “How” of Fundraising: Functions and Principles
• Conclusion
• References
• CHAPTER TWENTY: MANAGING THE CHALLENGES OF GOVERNMENT CONTRACTS
• Background
• References
• CHAPTER TWENTY-ONE: PLANNING AND MANAGING FINANCES: TOOLS AND TECHNIQUES
• Special Features about Nonprofit Finance
• Budgeting Is the First Step to Success
• Cost Allocation
• Planning Cash Flow
• Implementing the Budget
• Conclusion
• Notes
• Additional Resources
• Suggested Resources
• PART FIVE: LEADING AND MANAGING PEOPLE IN NONPROFITS
• THE IMPLICATIONS OF ORGANIZATION BEHAVIOR FOR EFFECTIVE LEADERSHIP AND MANAGEMENT
• Additional Resources
• References
• CHAPTER TWENTY-TWO: TOTAL INCLUSION MANAGEMENT: LEVERAGING DIVERSITY FOR MISSION AND EQUITY
• Anti-Inclusive Practices Embedded in Vicious Cycles
• A Framework for Inclusive Interactions and Equity
• Producing Change in Nonprofit Organizations
• Promising Prospects to Achieve Total Inclusion Management in Nonprofits
• References
• CHAPTER TWENTY-THREE: EFFECTIVE HUMAN RESOURCE MANAGEMENT IN NONPROFIT ORGANIZATIONS
• The Role of HR in the Nonprofit Sector
• Defining HRM Systems: Core Functions of HR
• Strategic Human Resource Management (SHRM)
• Contemporary HR Challenges
• Legal Components of Nonprofit HRM
• Conclusion
• Additional Resources
• References
• CHAPTER TWENTY-FOUR: COMPENSATION: ADOPTING A STRATEGIC APPROACH IN THE NONPROFIT SECTOR
• Strategic Human Resource Management and Compensation
• Factors Influencing Nonprofit Compensation
• Resources for Setting Up Compensation Systems
• Benefits
• Putting it All Together: A Compensation Policy
• Conclusion
• Notes
• References
• CHAPTER TWENTY-FIVE: LEADING AND MANAGING VOLUNTEERS
• What Effective Volunteer Programs Have in Common
• Leadership of the Volunteer Program
• Common Models of Volunteer Management
• Developing a Rationale for Volunteer Involvement
• Creating a Welcoming Environment for Volunteers—Volunteer and Staff Relationships
• Building the Volunteer Program Infrastructure
• Conclusion
• Additional Resources
• Note
• References
• CONCLUSION: THE CHALLENGES AND IMPERATIVES OF NONPROFIT LEADERSHIP AND MANAGEMENT IN A NEW ERA
• The Changing and Challenging Domain of Nonprofit and Voluntary Organization Management
• The Challenge of Trust in a Polarized World
• Emergence of Critical Perspectives
• The Successful Nonprofit Leader and Manager of the Future
• Does Nonprofit Management Differ from For-Profit Management?
• Final Thoughts
• References
• NAME INDEX
• SUBJECT INDEX
• END USER LICENSE AGREEMENT