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Book SynopsisThe social sector is undergoing a major transformation. We are witnessing an explosion in efforts to deliver social change, a burgeoning impact investing industry, and an unprecedented intergenerational transfer of wealth. Yet we live in a world of rapidly rising inequality, where social sector services are unable to keep up with societal need, and governments are stretched beyond their means. Alnoor Ebrahim addresses one of the fundamental dilemmas facing leaders as they navigate this uncertain terrain: performance measurement. How can they track performance towards worthy goals such as reducing poverty, improving public health, or advancing human rights? What results can they reasonably measure and legitimately take credit for? This book tackles three core challenges of performance faced by social enterprises and nonprofit organizations alike: what to measure, what kinds of performance systems to build, and how to align multiple demands for accountability. It lays out four different types of strategies for managers to consider—niche, integrated, emergent, and ecosystem—and details the types of performance measurement and accountability systems best suited to each. Finally, this book examines the roles of funders such as impact investors, philanthropic foundations, and international aid agencies, laying out how they can best enable meaningful performance measurement.Trade Review"Measuring Social Change offers a powerful framework to guide social sector leaders. This is not a simplistic "one-size-fits-all" argument, but a refined yet practical roadmap for how to build the systems needed to know whether your work is having an impact. The frameworks and case studies could revolutionize how organizations manage for impact. An important book." -- Jeffrey L. Bradach, Managing Partner and Co-Founder * The Bridgespan Group *"This book goes beyond the promise of its title to elucidate the key concepts of nonprofit strategy and propose nuanced improvements. A valuable mix of the theoretical and practical, richly illustrated by real-world examples." -- Paul Brest, faculty co-Director, Stanford Center on Philanthropy and Civil Society; former President * William and Flora Hewlett Foundation *"A valuable contribution in addressing the crucial challenge of targeting and measuring impact." -- Sir Ronald Cohen, Chair * Global Steering Group for Impact Investment *"Alnoor captures the importance of measuring what matters like no one else. In this remarkable book, he gives the reader tools, rules as well as questions to ensure those questions are effective. This is a must-read for anyone serious about measuring change, something we all must be." -- Jacqueline Novogratz * Founder & CEO of Acumen, author of The Blue Sweater *"As Alnoor Ebrahim argues in this trenchant new book, the social sector has mushroomed in size and scope in recent years. A leading scholar in the field, Ebrahim provides fresh, thoughtful answers on how we should measure progress with nonprofits. This book will be important to practitioners, philanthropists, and academics alike." -- David Gergen, CNN Senior Political Analyst; Professor of Public Service and Founding Director, Center for Public Leadership * Harvard Kennedy School *"This book is useful for readers involved in the social sector, including governments, nonprofit organizations, and funders of charitable work, as well as specialists in the sociology of the social sector. It can make donors, directors, and practitioners more aware of measuring the impact of their work and donations. Recommended." -- F. E. Foldvary * CHOICE *"[A] rare example of a work that takes impact measurement back to first principles." -- Jess Daggers * International Review of Applied Economics *"[One] of the most impressive contributions to the design and approach to social performance...in a decade or more....This book is an all-too-rare extremely important contribution to our field. It advances the organization theory foundation of performance and accountability research, its framework adds important new and clear thinking that advances our conceptualization of social performance (and the framework opens up new vistas for follow-up work), and it provides solidly grounded illustrations of both NGO and nonprofit contexts where this strategy framework matters deeply in practice." -- Raymond Dart * Voluntas *Table of ContentsContents and AbstractsIntroduction chapter abstractThis introduction explains why it is critical for social sector leaders to be strategic about measuring the performance of their organizations. It lays out the three main challenges of social performance that they must address: what to measure, what kinds of performance measurement and management systems to build, and how to align multiple demands for accountability. It also provides a brief synopsis of each chapter of the book, including its conceptual framing, the four case studies at the heart of the book, and a concluding chapter on the roles of funders. 1Conceptualizing Social Performance in a Complex World chapter abstractChapter 1 provides the conceptual underpinnings for the book. It summarizes the foundations of organizational performance assessment, drawing from the literatures in business and nonprofit management, program evaluation, and development studies. It then develops two frameworks for measuring and improving social performance. The first is a general model of social sector performance comprised of three core components: an organization's value proposition, model of social change, and accountability priorities. All organizations need to define these clearly to make systematic and measurable progress in addressing social problems. The second framework introduces two contingent factors that all managers must understand in developing their performance systems: uncertainty about cause-effect, and control over outcomes. These two factors provide a basis for differentiating among four types of social change strategies: niche, integrated, emergent, and ecosystem strategies. The key managerial implication is that each type of strategy requires a distinct type of performance system. 2Niche Strategy chapter abstractChapter 2 examines performance measurement in organizations that adopt a niche strategy, where the relationship between cause and effect is relatively well understood, but there is low control over long-term outcomes. Under such conditions, managerial attention is best focused on implementing the intervention with high quality—with a focus on short-term metrics of activities and outputs, rather than on long-term outcomes. This requires a performance system based on standardization and quality control. Such a niche strategy is illustrated through the case of Ziqitza Healthcare Limited, a social enterprise that is one of the fastest growing private ambulance services in India. The chapter also draws briefly on other examples of niche strategies such as post-disaster emergency response. 3Integrated Strategy chapter abstractChapter 3 explores the performance systems necessary for supporting an integrated strategy, where the relationship between cause and effect is relatively well understood, but where multiple interventions must be combined in order to produce outcomes that are greater than the sum of their parts. Here, the core task of a performance system is coordination, which involves prioritizing and sequencing a portfolio of interventions. The chapter looks at a series of integrated interventions in rural natural resource management that aim to increase incomes of smallholder farmers. It follows the experience of the Aga Khan Rural Support Programme in India over a 20-year period. The chapter concludes with other examples of integrated strategies, including an even more complex endeavor to assist people living in extreme poverty by BRAC in Bangladesh, and a pipeline of educational interventions developed by the Harlem Children's Zone in New York City. 4Emergent Strategy chapter abstractChapter 4 examines an emergent strategy in global policy advocacy work, where the relationship between cause and effect is complex, and where an organization's ability to control policy outcomes is severely constrained. This strategy is illustrated through the case of a global network organization called WIEGO—Women in Informal Employment: Globalizing and Organizing—which advocates for the rights of workers in the informal economy. The organization cannot attribute improvements in the working conditions of informal workers to its interventions (outcomes), but it can reasonably claim to have "influenced" global and national public standards on measuring the informal sector (interim outcomes). Executing such a strategy requires a performance system based on adaptation that enables the organization to quickly act on new opportunities to influence key actors within its organizational ecosystem. Such a performance system is relevant to a diverse range of social interventions. 5Ecosystem Strategy chapter abstractChapter 5 details an ecosystem strategy, where cause-effect relationships are complex and multiple organizations collaborate in order to increase their control over outcomes. In such settings, causal attribution is nearly impossible because organizations cannot reliably isolate their interventions from those of other actors in the ecosystem. The chapter shows that rather than trying to solve the attribution problem, managers are better served by building an orchestration system: developing shared (supra-organizational) performance indicators to chart the progress of the field as a whole, support collective learning, and align individual efforts towards joint goals rather than independent aims. This strategy is illustrated with the case of Miriam's Kitchen, an organization that aims to end chronic homelessness in Washington, D.C. by fundamentally realigning the efforts of over 100 nonprofit and public sector actors in the city. The chapter also draws upon the growing "collective impact" movement in the social sector. 6Designing Social Performance Systems chapter abstractChapter 6 brings together the key insights from the case studies in the book (chapters 2-5), synthesizing core learnings and revisiting key questions in the book: What should an organization measure? What kind of performance system best fits its needs? What should be its accountability priorities? The chapter provides a side-by-side comparison of the performance systems used in each of the case studies, identifying not only what they have in common, but also how they differ in fundamental ways. This analysis leads to a typology of four distinct performance systems—standardization, coordination, adaptation, and orchestration—each suited to supporting one of the four strategies noted above. 7Roles of Funders chapter abstractThis concluding chapter turns to the roles of funders in supporting performance measurement and management. Funders, be they grant-makers or investors, can help or hinder the organizations they support. Drawing on the experiences of three innovative funders (an impact investor, a grant-making foundation, and a bilateral aid agency), this chapter illustrates the critical roles that funders can play in enabling better performance measurement at four different stages of decision making—search, diligence, improvement, and evaluation. It also identifies a range of tools and methods that are useful at each stage. The experiences of these pioneering funders further demonstrate how measurement can help close the gap between upward accountability to funders and downward accountability to clients or beneficiaries. In closing, the chapter highlights the measurement challenges that funders face in assessing the performance of a portfolio of investments.

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Book SynopsisExplores the enterprise of philanthropy - its assumptions, aspirations, and achievements. This work brings together key texts that can provide guidance to donors, trustees and professional staff of foundations, and leaders of nonprofit organizations. It seek to illuminate fundamental questions about the idea and practice of philanthropy.Trade ReviewThis book is a sequel-of-sorts to Kass' highly successful first edited anthology of writings about philanthropy, The Perfect Gift, which gained sales outside the usual academic audience. This volume includes a selection of readings from the classics to the contemporary, and its breadth encompasses political speeches, foundation documents and the words of poets and novelists. The extracts are organised within five themes: goals and intentions; gifts, donors, recipients; bequests and legacies, effectiveness, accountability; and philanthropic leadership. It is the sort of book that can be dipped into for inspiration and stimulation. * Philanthropy UK *Table of ContentsContentsAcknowledgmentsIntroduction1. Goals and Intentions2. Gifts, Donors, Recipients; Grants, Grantors, Grantees3. Bequests and Legacies4. Effectiveness5. Accountability6. Philanthropic LeadershipIndex

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Book SynopsisA concise overview of the legal needs of nonprofit organizations Good Counsel is a compact and personable overview of the legal needs of nonprofits, crafted by one of America''s most astute nonprofit general counsels. The book distills the legal needs of the 1.8 million tax-exempt organizations in the United States.Written in a clear and accessible style, with plenty of humor and storytelling as well as illustrative case studies, Good Counsel explains the basics of nonprofit corporate law, governance, and the tax exemption. It then takes a department-by-department look at legal topics relevant to program, fundraising, finance, communications, human resources, operations, contracts, government relations, and more. Good Counsel is designed help organizations fulfill their missions to do the public good. Designed to impart confidence and demystify the issues, Good Counsel is a must-read for nonprofit professionals and board members as well as Trade Review“Great resource... Her writing style is less lawyerly, and well, human. The book is filled with stories, practical resources, and tools.” Beth’s Blog: How Nonprofits Can Use Social Media “Remarkable, up-to-date and virtually all-inclusive practice treatment...An impressive array of guidelines and how-to suggestions and materials intended to train incoming counsel and those on both sides of the attorney-client relationship.” New York Bar Journal “A true must-read for nonprofit lawyers, executives, board members and even law students....If you interact with nonprofits, this is the book.” New York Law Journal “Rosenthal gives us the scoop on how lawyers can parlay their firm experience into a job in the nonprofit sector.” (amlawydaily, April 2012) “There is no doubt that once you have this book in your hands, you’ll be grateful, whether you’re a development director, the ED, or a ‘member of the board’. Add Good Counsel to your nonprofit management bookshelf and make sure that your entire management team knows about it.” (About.com, February 2012)Table of ContentsPreface xi Acknowledgments xvii Introduction xix Who Should Use This Book xx Features of the Book xxi How This Book Is Set Up xxii Preliminary Observations xxiv Illustrative Cases xxvii Part I An Overview of Nonprofits’ Legal Needs Chapter 1 What Good Counsel Can Do for Nonprofits 3 What Legal Needs Do Nonprofits Have in Common? 4 Beyond Laws about Nonprofits: Complying with Business Laws, Too 11 First Stop for Legal Advice: CYA (Consult Your Attorney) 12 In Sum/Coming Up Next 14 Chapter 2 Nonprofit Legal Basics: Corporate Law and the Requirements of the Tax Exemption 19 The Benefi ts of Incorporating 19 Getting Organized as a Nonprofit Corporation 22 Following Good Corporate Law Practices 24 Obtaining Recognition of Tax-Exempt Status 28 Maintaining Tax-Exempt Status 31 Meeting Additional IRS Expectations 34 Chapter 3 Good Counsel about Corporate Governance 47 What Does the Board Do? 47 Advocacy and Independent Judgment: Counsel in Relation to the Chief Executive 58 When Governance Fails: Learning by Negative Example 59 Part II A Grand Tour of Nonprofits’ Business Law Needs Chapter 4 Contracts and Intellectual Property: Laws that Matter to Program Staff 67 Understanding the Organization’s Program 67 Contracts: At the Heart of the Program’s Legal Arrangements 68 What Is Intellectual Property (and What Does It Have to Do with Nonprofits?) 81 Copyright Law for Nonprofits: An Introduction 82 Chapter 5 Counseling the Rainmakers: Legal Aspects of Raising Money 93 A Lawyer’s Introduction to Fundraising 94 Laws That Matter to Fundraisers 99 Other Places Where Legal Meets Fundraising 112 Better Fundraising Through Good Governance and Compliance 117 Chapter 6 Laws That Matter to the Finance Department (or Not-for-Profit, but Not-for-Loss Either) 123 Understand the Big Financial Picture 124 A Year in the Life 132 Other Places Where Legal and Finance Meet 135 Chapter 7 Getting Personnel: Human Resources Law for Nonprofits 155 Human Dynamics, Nonprofi ts, and the Law 157 Key Legal Elements of Employment Relationships 159 Other Laws that Matter to Nonprofi t Human Resources Professionals 169 Chapter 8 Getting the Word Out, Legally: Counseling the Nonprofit Communications Team 185 Introduction to the Legal Aspects of Nonprofi t Communications 185 What Nonprofi t Marketing Directors Should Know about Trademark Law 186 Clearing Rights to Use the Protected Works of Others 199 Consumer Regulatory Laws 211 Getting the Word Out, Digitally 214 Other Places Where Legal Meets Communications 217 Chapter 9 Legal Meets Operations, Facilities Management, and Security 223 Laws That Matter to Operations 225 About Leases 233 Risk Management and the Chief Operating Officer 240 Chapter 10 Political Activities and Governmental Lobbying 243 Thou Shalt Not Politick 243 Lobbying: Advocacy with Limits 247 Recordkeeping, Registration, and Financial Disclosure 250 What Isn’t Lobbying? 251 Part III For Good Counsel Only Chapter 11 Taking Charge of the Legal Function 257 Catalogue and Prioritize Legal Needs 258 The Softer Skills of Good Counsel 265 Chapter 12 Finding Your Dream Job as In-House Counsel at a Nonprofit 271 Where to Begin Searching for an In-House Job at a Nonprofit 271 How to Position Yourself to Win an In-House Job in a Nonprofit 272 Don’t Believe the Myths 282 Chapter 13 Mobilizing Other Legal Forces for the Good 287 Paid and Pro Bono Representations 288 A Broad-Gauge Role for the Legal Profession in the Nonprofit Sector 294 Notes 297 Index 311

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Book SynopsisIn The Community Table, Susan Urano translates her nonprofit’s experience with a large-scale annual fundraiser into a step-by-step guide for organizers. Using real-life examples, she illustrates methods of team building, conflict resolution, and problem solving. Includes sample timelines, budgets, publicity plans, and committee structures.

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Book SynopsisNew edition of a classic guide to ensuring effective organizational performance Thoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes in this vital resource are designed to help organizations develop measurement systems to support such effective management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and much more. The book will help readers identify outcomes and other performance criteria to be measured, tie measures to goals and objectives, define and evaluate the worth of desired performance measures, and analyze, process, report, and utilize data effectively. Includes significant updates that offer a moreTable of ContentsPreface Acknowledgments Part 1: Introduction to Performance Management 1. Introduction to Performance Management and Measurement 2. Developing Useful Performance Management Systems Part 2: The Performance Management Process 3. Developing a Performance Framework 4. Targeting Results: Clarifying Goals and Objectives 5. Defining Performance Indicators 6. Reporting Performance Data 7. Analyzing Performance Information Part 3: Strategic Applications of Performance Management Principles 1. Using Performance Measures to Support Strategic Planning and Management 2. Performance-Informed Budgeting 3. Managing Employees, Programs and Organizational Units 4. Performance Management in Grant and Contract Programs 5. Improving Quality and Process 6. Soliciting Stakeholder Feedback 7. Using Comparative Measures to Benchmark Performance Part 4: Design and Implementation of Performance Management Processes 1. Designing and Implementing Effective Management Systems The Authors Index

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Book Synopsis1. Secret #1: Highly Effective Social Impact Communicators Care More About the Mission Than the Words.- 2. Secret #2: Highly Effective Social Impact Communicators Are Astute Translators Inside and Outside of Their Organizations.- 3. Secret #3: Highly Effective Social Impact Communicators Leverage the Strengths of Their Personal Values to Tell Compelling Stories.- 4. Secret #4: Highly Effective Social Impact Communicators Embrace the Renewable Fuel of Teamwork.- 5. Secret #5: Highly Effective Social Impact Communicators Reframe Every Setback as the Crest of a Hill.- 6. Secret #6: Highly Effective Social Impact Communicators Cede Perfection to the Messy Reality of Change-making.- 7. Secret #7: Highly Effective Social Impact CommunicatorsBuild Personal and Professional Legacies That Will Outlive Them and Their Careers.- 8. Some Helpful Resources for Social Impact Communicators. Table of Contents

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Book SynopsisEvery day in every workplace around the world, people are working with people. What if we had the tools to work better together and build better relationships? RelateAbility is the resource to show you how. Improve your work environment by learning the science around RelateAbility and the TeamRelate Model. Better equip and empower those you influence by learning to more purposefully communicate and purposefully engage with them. RelateAbility is a skill that can be learned and developed. TeamRelate is a behavioral model as well as an app and starts where the traditional personality assessment world leaves off. Once you understand your communication styles along with your core values, the book explores how these relate to others in your world, both at work and at home. Improving our ability to relate to others is the concept of RelateAbility, where we explore the 1:1 dynamic and team dynamic and how to improve each. In light of these concepts, we also explore conflict and engagement in the workforce and bring together the latest industry research on both. Finally we explore Trust, the foundation of any relationship and how improving our RelateAbility increases the trust in our relationships. The concepts in RelateAbility helps build high performing teams in any organizational context and help make work life better for individual contributors and leaders alike.

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Book SynopsisFrom a leader in nonprofit marketing, a hands-on guide to the best practices in doing marketing for your organization. In today's challenging economic climate, every nonprofit organization needs an organization-wide commitment to a comprehensive marketing strategy that increases awareness and support.Table of ContentsAcknowledgments. About the Author. Preface. 1 Nonprofits: Yesterday, Today, and Tomorrow. Introduction. The Purposes of Nonprofit Organizations. Classifying Nonprofits. The Size and Shape of Nonprofits. Factors and Trends Affecting Nonprofits. Marketing’s Benefits to Nonprofits. Problems in Applying Marketing. Guidelines for Marketing Success in Nonprofits. Organization of this Book 18 2 The Essence of Marketing: Terms and Processes Nonprofits Need to Know. Introduction. Marketing: Definition and Justification. Characteristics of a Marketing Organization. Strategic Components of Marketing. Keys to Marketing Success. 3 Approaching the Market. Introduction. Defining the Market. Types of Markets. Approaching the Market. Target Market Selection. Product Differentiation. Positioning. 4 Marketing Research: The Foundation for Planning. Donor + Internet + Recognition + Confirmation = Trust. Introduction. The Nature and Importance of Marketing Research. What Needs Researching in Marketing? Procedures and Techniques in Marketing Research. Conducting the Research. Processing the Data. The Value of Marketing Research. Marketing Research for Next to Nothing. Summary Case. 5 External Considerations in Marketing Introduction. Introduction. External Factors That Affect Planning. 6 Transitioning to Services Marketing. Introduction. Defining Services and Service Products. Characteristics of Service Products. Classifying Services. Building Relationships. The Importance of People. Expectations. Marketing Mix for Services. Understanding Service Quality. Special Challenges of Service. 7 Decision Making by Target Markets and Stakeholders. Introduction. Buyer Behavior as Problem Solving. Decision Making by Nonprofit Stakeholders. Decision Making in a Service Context. 8 Creating and Managing Products. Introduction. Defining the Product. Product Planning and Strategy Formulation. Strategies for Developing New Products. Creating the Experience for Nonprofit Products. Products Viewed as Servicescapes. 9 Communicating to Mass Markets. Introduction. The Role of IMC. The Meaning of Marketing Communication. The Objectives of Marketing Communication. How We Communicate. Designing an IMC Strategy. Understanding Advertising. Sales Promotion and Public Relations. Personal Selling and the Marketing Communication Mix. The IMC Mix. Conclusions. 10 Pricing The Product. Introduction. Price Defined: Three Different Perspectives. Pricing Objectives. Developing a Pricing Strategy. New Product Pricing. Pricing Lines. Price Flexibility. Price Bundling. Psychological Aspects of Pricing. Alternative Approaches to Determining Price. Pricing in Nonprofits. 11 The Channels of Distribution. Introduction. The Evolution of the Marketing Channel. Functions of the Channel. Channel Institutions: Capabilities and Limitations. Channel Structure. The Channel Management Process. Expanding Through Distribution. Channel Decisions for Nonprofits. Conclusions. 12 Raising Funds and Acquiring Volunteers. Introduction. Sources of Revenue and Related Trends. Understanding Why People Donate. Are You Ready to Raise Money? Steps in Fundraising. The Case Statement. Recruiting and Managing Volunteers. Suggested Readings. Index.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisFor busy managers who don’t have time to tackle hefty leadership development guides, this slender yet powerful book offers fifty easy-to-read strategies for highly effective leadership.

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