Non-profitmaking organizations Books

Book SynopsisThe only nonprofit orientation to coaching skills available, Coaching Skills for Nonprofit Leaders will provide nonprofit managers with an understanding of why and how to coach, how to initiate coaching in specific situations, how to make coaching really work, and how to refine coaching for long-term success. Coaching Skills for Nonprofit Leaders offers practical steps for coaching leaders to greatness and complements the academic and theoretical work in nonprofit leadership theory. The book can be used by the coaching novice as a thorough topical overview or by those more experienced with coaching as a quick reference or refresher. Based on the Inquiry Based Coaching? approach, Coaching Skills will strengthen and expand the reader?s ability to drive organization mission, while retaining the intrinsic values of the nonprofit culture and working towards outcomes that create a culture of discipline and accountability and empower others to be evenTable of ContentsFigures, Charts, Exercises, and Worksheets ix Acknowledgments xi Preface: A Note from the Authors xiii Introduction: Why Coaching Now? xix One What Coaching Can Bring to Your Role 1 What a Coaching Manager Does Differently 3 Using the Coaching Approach to Manage Others 10 What Coaching Is Not 14 How Coaching Differs from Other Ways of Developing Staff 16 Opportunities to Coach 18 The Approach We’ll Be Using 21 Two Foundational Coaching Skills 23 Skill 1: Listening 25 Skill 2: Inquiring (the Skill of Inquiry) 39 Skill 3: Giving Feedback 58 Skill 4: Sharing 82 Three The Coaching Framework 91 The Framework: Short Version 92 1. Clarify the Focus: Get to the Point 95 2. Identify the Goal: Know Where the Conversation Is Heading 100 3. Develop Solutions: Identify What’s Needed to Get from A to B 104 4. Create Accountability: Call Forth Commitment and Ownership 110 Put It All Together 113 Four The Coaching Mind-Set 121 Believing in Others 123 Managing Needs 130 Earning Trust and Showing Respect 135 Staying Connected 139 A Word About Confidentiality 149 Five Knowing When to Use a Coaching Approach 151 Providing Coaching for the Different Stages of Learning 152 Coaching When the Manager Sets the Focus 158 What to Do When Coaching Is Not Working 163 More Opportunities to Coach 167 Six Coaching in the Nonprofit Workplace 169 Coaching Up, Down, and Across the Organization 171 Coaching and Self-Management 190 Coaching in Difficult Situations 194 Coaching Top Performers 228 Seven What’s Next: Developing a Coaching Culture in Your Organization 237 What Is a Coaching Culture, and Why Bother with It? 238 Factors to Consider in Creating a Coaching Culture 239 Conclusion 248 Resource A: Coaching Manager Self-Assessment 249 Resource B: Questions, Questions, and More Questions 257 Resource C: Practicing Culturally Aware Coaching 275 Resource D: Additional Information 281 References 288 Index 292 About the Authors 300 CompassPoint Nonprofit Services 302

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Book SynopsisAs the position of nonprofit ED becomes more demanding, there is a need for an up-to-date resource. This revised edition of the best-selling book is filled with management advice for succeeding as an executive director. This new edition includes thoroughly updated information and new content.Table of ContentsExhibits. Foreword. Preface. Acknowledgments. The Authors. PART ONE Finding Your Way as Executive Director. ONE Understanding This Big Job. What are the roles and responsibilities of an Executive Director? What is the difference between a leader and a manager? When should an Executive Director lead, manage, or support others? TWO Developing as an Executive Director. What can Executive Directors do to self-reflect on skills they wish to develop on the job? How does an Executive Director find the time for professional development, and what opportunities are available? When are executive coaches helpful to an Executive Director? When the going gets really tough, how does an Executive Director stay inspired? THREE Finding Balance in the Role of Executive Director. Why are Executive Directors so susceptible to burnout? How can I find balance as an Executive Director? How do I set boundaries on my work life so I still have a personal life? Where do I find the time to do everything an Executive Director has to do? How can an Executive Director delegate when everyone is already busy? PART TWO Executive Director as Visionary. FOUR Understanding Nonprofit Organizational Culture. What does organizational culture mean? How does understanding the organization's culture help the Executive Director be more effective? How does an Executive Director determine what the organization's culture is? What are some strategies for changing or moving an organization's culture to where it needs to be in order to be successful? FIVE Embracing Your Organization's Values. What are organization values and how are they found within an organization's culture? How does an Executive Director establish values as the guiding principles in the organization? What is cultural competence and why is it so important? How does an Executive Director lead a culturally competent organization? SIX Creating a Vision and Plan. What is a vision and why is it important? How does the Executive Director lead the way to having a shared organizational vision? Why is planning important to an organization's vision, and what is the Executive Director's role in this process? If you're always in crisis or catch-up mode as an Executive Director, how do you find time to plan? SEVEN Determining Organizational Effectiveness. What does an effective nonprofit organization look like? How soon after starting should the Executive Director begin to examine the organization's effectiveness? How does an Executive Director tie personal performance and effectiveness to that of the organization? What happens if the Board and Executive Director determine the organization is no longer effective? PART THREE Executive Director as Change Agent. EIGHT Embracing a Changing Nonprofit Environment. Why is change synonymous with the identity of the nonprofit sector? What role does the Executive Director have in making change happen outside the organization? How are the lines that have traditionally defined the business and nonprofit sectors changing? What can the Executive Director do to influence funders' efforts to shape the nonprofit sector? How does the Executive Director manage effectively through boom-and-bust economic cycles? What are some of the new demands for accountability and measurable outcomes in nonprofits? How are rapid changes in technology impacting the nonprofit workplace? NINE Understanding Changing Life Cycle Stages in Nonprofits. What life cycle stage is my organization in? What skills does an Executive Director need in each stage? TEN Leading Organizational Change. How can Executive Directors help their nonprofits embrace a healthy change process? What is the Executive Director's role and that of the Board, other staff, and volunteers in a change process? How soon after a new Executive Director is hired should a change process begin? PART FOUR Executive Director as Relationship Builder. ELEVEN Nurturing a Relationship with the Board. What are the attributes of an effective Board, and what does it take to create one? What does a healthy relationship between a Board and its Executive Director look like, and how is it established? How does one differentiate between Board and Executive Director responsibilities? What information does the Board need, and how often? Who makes what decisions in a nonprofit? TWELVE Developing Relationships with Individual Board Members. How important is the relationship between the Executive Director and the Board Chair? What do you do if problems arise between you and the Board Chair? What should an Executive Director do with a renegade Board member? If Board members are not fulfilling their responsibilities, what can an Executive Director do? How much influence should an Executive Director have when recruiting new Board members? THIRTEEN Establishing Productive Staff Relationships. How does an Executive Director who is new to an organization build quick credibility with paid and unpaid staff? How does an Executive Director encourage positive relationships and establish a healthy culture among staff and volunteers? What are ways to build leadership and management skills among paid and unpaid staff? How does an Executive Director work across the generations to have staff work productively together? What are strategies for establishing strong lines of communication with staff? How can technology aid relationships and be used as an effective communication tool with staff? How does an Executive Director offer and receive support from staff and volunteers while keeping an arm's-length relationship? FOURTEEN Following the Founder. Why do relationships with Founders in transition tend to be so complicated? What is the best way for an Executive Director to work with a Founder who is still a member of the Board of Directors? What does the Executive Director do if the Founder is causing serious problems for the organization? What are the pros and cons of having the Founder stay on as a staff person or consultant? PART FIVE Executive Director as Community Creator. FIFTEEN Engaging External Stakeholders. Who are an organization’s external stakeholders? How can the Executive Director develop and nurture relationships with key stakeholders? How does an Executive Director rally stakeholders for advocacy? SIXTEEN Embracing Partnerships and Collaboration. How can Executive Directors assess the values and risks of leading their organizations into partnerships? What are ways organizations can work together informally, and how does an Executive Director make this happen? What forms of partnership exist beyond collaboration? How can Executive Directors prepare their organizations to enter into partnerships? PART SIX Executive Director as Resource Wizard. SEVENTEEN Ensuring Sound Financial Management. What are the major differences between for-profit and nonprofit finances? Who takes the lead in fulfilling the various financial management roles in a nonprofit? What financial reports do the Board, staff, and volunteers need to see and how often? What is the Board's role in the budgeting process? After the Board passes a budget, what authority does the Executive Director have to implement programs or contracts? If there is a financial crisis, what does the Executive Director tell the Board and staff? EIGHTEEN Sustaining the Organization with Team-Based Fundraising. Who has the primary responsibility for raising money in a nonprofit? How much of an Executive Director's time should be spent raising money? Where do nonprofits find funds for overhead costs of administration and building infrastructure? PART SEVEN Executive Director in Transition. NINETEEN Planning for Healthy Transitions of Leadership. Why is succession planning important? How can an Executive Director integrate practices that support succession planning throughout the organization? Where does continuity or knowledge management fit within the framework of succession planning? What does an emergency succession plan look like? TWENTY Moving On: Making Your Own Career Transition. How will I know it is time for a career move? Why is the decision to leave so difficult for the Executive Director and the organization? How can the departing Executive Director make the leadership transition run smoothly? What are some typical career paths for former Executive Directors? Conclusion. Resources. Index.

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Book SynopsisMuch has changed since the second edition came out in 2000. Nonprofits are much more competitive, managed care has taken hold at the state and federal level, and radical changes in information technology have occurred.Table of ContentsAcknowledgments xi Preface to the Third Edition xiii About the Author xv Chapter 1 Introduction 1 A look at three core philosophies, who the book is written for, how the book is designed, and how to get the most from reading it. Chapter 2 Where We Were, Where We Are, Where We Are Going 13 A brief history of the nonprofit world, an examination of the relationship between nonprofits and their funders, and an updated prediction of the nonprofit world for the next ten years. Chapter 3 What Works: The Characteristics of a Successful Nonprofit 31 An updated list of the ten things that a nonprofit needs to continue to do its mission well in the twenty-first century. Chapter 4 The Mission is the Reason 39 How to get the most benefit from the reason that nonprofits exist. For many, the mission is an underutilized resource. A discussion on updating and then using a motivational mission statement. Chapter 5 Being Ethical, Accountable, and Transparent 55 Effective nonprofits are highly ethical, accountable to their communities, and transparent both inside and outside the organization. The best ways to do this on the highest moral plane possible is covered. Chapter 6 A Businesslike Board of Directors 73 What an effective board is, and what the board’s and the staff’s respective roles are. Reducing board liability and recruiting and retaining a board will be covered as well. Chapter 7 Leading Your People 97 A new approach to nonprofit leadership that succeeds in today’s high-speed, information-driven environment, also including better communications, evaluations, and rewards. Chapter 8 Embracing Technology for Mission 123 How to use technology to better serve, manage, inform, market, empower, and compete in today’s all-tech, all-the-time environment. Chapter 9 Creating a Social Entrepreneur 143 How to develop a culture that takes reasonable risks on behalf of the people it serves. The criteria of a social entrepreneur. How to focus on your core competencies and remain flexible. Chapter 10 Developing a Bias for Marketing 171 The best way to bring your entire team into the marketing process, to discover who your markets really are, and how to meet their needs and wants. The characteristics of a market-driven and mission-based organization. Why asking is so important. Chapter 11 Financial Empowerment 195 The eight key characteristics of a financially empowered nonprofit, better internal reporting, and how a nonprofit can keep what it earns. Chapter 12 A Vision for the Future 233 How to plan where you are going, and how to get the most from the planning process as well as from the plan itself. Sample plan outlines. Chapter 13 The Controls That Set You Free 255 The way to get the most from nine different kinds of policies, including a tested method for their development and enforcement. Chapter 14 A National Agenda: Empowering Our Nonprofits 275 A new way of looking at nonprofits for everyone to consider: funders, donors, volunteers, staff, board, the public, and the press. What we all need to do together to improve, free, embolden, and empower the nonprofits that are so essential to our community. Chapter 15 Final Words 289 Index 293

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Book SynopsisA line-by-line preparation guide to the completely new and revised Form 990 for nonprofit organizations The accurate and complete preparation of Form 990?the information return that must be filed annually by most types of tax-exempt organizations?is a key factor in maintaining public image and fundraising capabilities. The newly redesigned Form 990 was released in December 2008 with significant revisions to the initial June 2007 draft. Preparation of the new return will require tax-exempt organizations to gather extensive new information about their activities for disclosure on the new form beginning with their 2008 tax year. In Revised Form 990: A Line-by-Line Preparation Guide, authors Jody Blazek?who with other AICPA Task Force members was instrumental in effecting changes to the original IRS draft of the form?and Amanda Adams, provide step-by-step and line-by- ine analysis and preparation guidelines for nonprofit professionals and nonprofessionals alike charTable of ContentsPreface ix Acknowledgments xiii About the Authors xv Chapter 1: Redesigned Form 990 1 § 1.1 History of Redesign Project 3 § 1.2 Highlights of Revised Form 990 5 § 1.3 Filing of New Form Delayed for Many 9 § 1.4 Find Out Why Organization Qualifies for Tax Exemption 10 § 1.5 Who Is Required to File What 11 § 1.6 Filing for New Organizations 12 § 1.7 Who Is Not Required to File 12 § 1.8 Filing Deadline and Fiscal Year 13 § 1.9 New Form 990-N (e-Postcard) 13 § 1.10 Electronic Filing of Returns 14 § 1.11 Group Returns and Annual Affidavit 15 § 1.12 Public Inspection of Forms 990 and 1023/1024 16 Notes 17 Appendix 1A: 6/14/07 Draft of Core Form 19 Appendix 1B: BV Suggested Revisions 29 Appendix 1C: Form 990-EZ 30 Chapter 2: Good Accounting Makes a Good 990 35 § 2.1 Tax Accounting Methods 37 § 2.2 Professional Accounting Standards 38 § 2.3 Chart of Differences Between GAAP and IRS Rules 42 Notes 45 Chapter 3: The Core 47 § 3.1 2008 Form 990 Core 47 § 3.2 Part I Summary 48 § 3.3 Part II Signature Block 50 § 3.4 Part III Statement of Program Service Accomplishments 50 § 3.5 Part IV Checklist of Required Schedules 53 § 3.6 Part V Statements Regarding Other IRS Filings and Tax Compliance 56 § 3.7 Part VI Governance, Management, and Disclosure 64 § 3.8 Part VII Compensation of Officers, Directors, Trustees,Key Employees, Highest Compensated Employees, and Independent Contractors 73 § 3.9 Part VIII Statement of Revenue 81 § 3.10 Part IX Statement of Functional Expenses 88 § 3.11 Part X Balance Sheet 95 § 3.12 Part XI Financial Statements and Reporting 97 Notes 97 Appendix 3A: Transactions with Interested Parties Questionaire 100 Chapter 4: Form 990, Schedules A through R 103 § 4.1 Schedule A 103 § 4.2 Schedule B 120 § 4.3 Schedule C 125 § 4.4 Schedule D 132 § 4.5 Schedule E 146 § 4.6 Schedule F 149 § 4.7 Schedule G 155 § 4.8 Schedule H 160 § 4.9 Schedule I 165 § 4.10 Schedule J 170 § 4.11 Schedule K 173 § 4.12 Schedule L 174 § 4.13 Schedule M 182 § 4.14 Schedule N 188 § 4.15 Schedule O 192 § 4.16 Schedule R 195 Notes 200 Appendix 4A: State Unified Registration Statement 204 Appendix 4B: Interested Party by Part and Type 223 Chapter 5: Form 990-T: Exempt Organization Business Income Tax Return 225 § 5.1 What Is Unrelated Business Income? 226 § 5.2 Exceptions and Modifications from Tax 228 § 5.3 Unrelated Debt-Financed Income 231 § 5.4 Who Files Form 990-T? 233 § 5.5 Due Dates, Tax Rates, and Other Filing Issues 234 § 5.6 Normal Income Tax Rules Apply 236 § 5.7 The Unique Design of the 990-T 238 § 5.8 Categories of Deductions 243 § 5.9 Cost Allocations 246 § 5.10 In-Kind Donations 248 Notes 248 Appendix 5A: Analysis of Corporation versus Trust 990-T Issues 252 Chapter 6: The Private Foundation Return 253 § 6.1 Successful Completion of Form 990-PF 253 § 6.2 The Part I Columns 255 § 6.3 Line-by-Line Instructions for Revenues 257 § 6.4 Line-by-Line Instructions for Expenditures 261 § 6.5 Part II: Balance Sheets 265 § 6.6 Part III: Analysis of Changes in Net Worth or Fund Balances 266 § 6.7 Part IV: Capital Gains and Losses for Tax on Investment Income 267 § 6.8 Reports Unique to Private Foundations 268 § 6.9 Part V: Reducing the Tax Rate 268 § 6.10 Part VI: Calculating the Excise Tax 269 § 6.11 Part VII-A: Proof of Ongoing Qualification for Exemption 270 § 6.12 Part VII-B: Questions Seeking Evidence That No Sanctions Apply 275 § 6.13 Part VIII: Information About Officers, Directors, Trustees, Foundation Managers, Highly Paid Employees, and Contractors 276 § 6.14 Part IX-A and B: Summary of Direct Charitable Activities and Program-Related Investments 278 § 6.15 Part X: Minimum Investment Return 279 § 6.16 Part XI: Distributable Amount 279 § 6.17 Part XII: Qualifying Distributions 280 § 6.18 Part XIII: Undistributed Income 280 § 6.19 Part XIV: Private Operating Foundations 282 § 6.20 Part XV: Supplementary Information (Lines 1–2) 282 § 6.21 Part XV: Grants and Contributions Paid During the Year or Approved for Future Payment (Line 3) 283 § 6.22 Part XVI-A: Analysis of Income-Producing Activity 285 § 6.23 Part XVII: Information Regarding Transfers to and Transactions and Relationships with Noncharitable Exempt Organizations 286 Notes 287 Index 289

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Book SynopsisHow to make strategic plan to help your nonprofit navigate turbulent financial waters and achieve strengthened revenues During this time of upheaval and instability with the country''s financial markets and economy, you might be wondering how your nonprofit can emerge stronger from this unprecedented turmoil and prepare for future economic cycles. Practical and timely, Nonprofit Finance for Hard Times: Leadership Strategies When Economies Falter helps your nonproft get strategic in the weak economy. Nonprofit Finance for Hard Times shows you how surviving the current economic conditions means dedicating yourself to understanding the details of the current financial crisis and identifying those Board members and other leaders who can give you deep analysis on the crisis and act as your analysts of the winners and losers in real time. Emphasizes that the core of all strategy is engagement Helps you reassess your nonprofit''s coTable of ContentsList of Exhibits xi List of Cases and Commentary xv Preface xix Acknowledgments xxi About the Author xxiii CHAPTER 1 Beginning at the Beginning: Public Charities on the Economic Landscape 1 The Present Departs from the Past 2 A Complex and Poorly Documented Sector 4 An Economic Engine 7 Nonprofits as Masters of Their Own Fate in Economic Turmoil 8 CHAPTER 2 Setting the Larger Stage: A Philosophy of Philanthropy 11 A Fundamental Question 12 Engagement as Differentiator 13 Passion and Leadership 14 CHAPTER 3 Philanthropy within Financial Structures: Defining Overall Nonprofit Revenue 17 Sectoral Distinctions and Revenue Structure 19 Size Distinctions and Revenue Structure 29 Summary: The Prerequisite for Strategy Refinement in Hard Times 31 CHAPTER 4 Emerging Nonprofit Revenue Parameters: Accommodating Change in the Interests of Stability 35 The Definition of a "Nonprofit" 36 Globalization of Economies, Leadership, and Philanthropy 40 Technology: The Emergence of Social Networking 41 Demographics as Destiny 45 Summary 57 CHAPTER 5 Institutions Blaze New Trails: Innovations in Philanthropic Financial Support Strategies 61 Traditional Foundation Giving 62 New Strategies for Supporting Societal Missions 65 Cause-Related Marketing 74 Capitalizing on Innovation: The Prerequisite of Planning 77 CHAPTER 6 Does the Economy Matter? The Complexity of Economic Cycles and Nonprofit Revenues 81 The Opportunity of Cycles 82 Nonprofits and Economic Change: Treating Mission as a Sail, Not an Anchor 82 The Past Record of Private Contributions and the Economy 84 Disaggregating Data for Deeper Relationships 88 Disaggregating to the Level of State Economies 90 A Note on Government Roles 95 Five Insights to Guide Strategic Directions 95 CHAPTER 7 A Systems Approach to Revenue Strategy 103 The Imperative of Letting Go: Paradigmatic Shifts 104 The Shifting Basis for Strategy 107 The Context of an Analytic Framework for Strategy 109 Proposed Analytic Framework to Organize Strategy 114 Populating the Framework 118 CHAPTER 8 Common Principles for Robust Strategy 121 A Note on Mission 122 Strategic Principle One: Value the People 123 Strategic Principle Two: Innovate 126 Strategic Principle Three: Expect and Accept Nothing Less than Excellence 129 Strategic Principle Four: Passion Matters but So Do Skills 132 Strategic Principle Five: Know Yourself 133 CHAPTER 9 Getting Down to Specifics: Strategy for Complexity 135 Understanding Movement within the Analytic Framework 135 Expressive Philanthropy: Strategy Base = Communicating Shared Values 137 Rising Expectations: Strategy Base = Evidence and Interest Alignment 143 Quasi-Markets: Strategy Base = Competitive Self-Reliance 151 Pure Markets: Strategy Base = Linking to Outside Commercial Success 157 Crossing the Strategy Area Boundaries 161 CHAPTER 10 Prevent Where Possible, Cure Where Necessary: Strategic Steps to Prepare for and Respond to Economic Crisis 165 Steps to Prevent Organizational Crisis in Economic Hard Times 166 Steps to Cure the Effects of Organizational Crisis in Economic Hard Times 172 Final Comments: A Call to Leadership 175 CHAPTER 11 Reprise on Philanthropy: Why Bother? 177 CHAPTER 12 Making a Difference in the World by Aligning Yourself with the Poor 181 Index 191

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Book SynopsisJust about everything an exempt organization does amounts to one or more businesses, these businesses are regularly carried on, and these businesses are related, unrelated, or shielded from taxation by a statutory exception.Table of ContentsPreface. Chapter One: Tax Exemption and Unrelated Business: Introduction. 1.1 Tax Exemption: A Perspective. 1.2 Source of Tax Exemption. 1.3 Tax-Exempt Organizations. 1.4 Philosophical Principles of Exempt Organizations Law. 1.5 Categories of Tax-Exempt Organizations. 1.6 Rationale for Unrelated Business Rules. 1.7 Organizations Subject to Unrelated Business Rules. 1.8 Tax Exemption and Competition. 1.9 Concise History of the Unrelated Business Rules. 1.10 Private Inurement and Private Benefit. 1.11 Determining Allowable Unrelated Business. Chapter Two: Unrelated Business: The Basics. 2.1 The Analytic Framework. 2.2 Definition of Trade or Business. 2.3 Fragmentation Rule. 2.4 Profit Motive Requirement. 2.5 Definition of Regularly Carried On. 2.6 Definition of Related Business. 2.7 Definition of Substantially Related Business. Chapter Three: Modifications. 3.1 Passive Income in General. 3.2 Dividends. 3.3 Interest. 3.4 Securities Lending Income. 3.5 Certain Consideration. 3.6 Annuities. 3.7 Royalties. 3.8 Rent. 3.9 Other Investment Income. 3.10 Capital Gains. 3.11 Gain from Lapses or Terminations of Options. 3.12 Loan Commitment Fees. 3.13 Research Income. 3.14 Electric Companies’ Member Income. 3.15 Foreign Source Income. 3.16 Brownfield Sites Gains. 3.17 Religious Order Rule. 3.18 Charitable Deduction. 3.19 Specific Deduction. 3.20 Net Operating Losses. Chapter Four: Exceptions. 4.1 Convenience Businesses. 4.2 Businesses Conducted by Volunteers. 4.4 Entertainment Activities. 4.5 Trade Shows. 4.6 Hospital Services. 4.7 Gambling Activities. 4.8 Associate Member Dues. 4.9 Low-Cost Articles. 4.10 Mailing Lists. 4.11 Businesses of Employees’ Associations. 4.12 S Corporation Holdings and Sales. 4.13 Pole Rental Activities. Chapter Five: Unrelated Debt-Financed Income Rules. 5.1 History and Overview of Rules. 5.2 Unrelated Debt-Financed Income. 5.3 Debt-Financed Property. 5.4 Acquisition Indebtedness. 5.5 Computation of Unrelated Debt-Financed Income. Chapter Six: Special Rules. 6.1 Rules for Social Clubs. 6.2 Rules for Certain Other Tax-Exempt Organizations. 6.3 Private Foundation Rules. 6.4 Partnership Rules. 6.5 Advertising. 6.6 Corporate Sponsorships. Chapter Seven: Commercial Activities. 7.1 Commerciality Doctrine: Origins. 7.2 Contemporary Perspective on Doctrine. 7.3 Commercial-Type Insurance Rules. 7.4 Credit Counseling Organizations. 7.5 Social Enterprise Movement. 7.6 Commerciality and Unrelated Business Rules. Chapter Eight: Use of Separate Entities. 8.1 Necessity of Separate Entity. 8.2 Choice of Form. 8.3 Element of Control. 8.4 Attribution Considerations. 8.5 Capitalization. 8.6 Sharing of Resources. 8.7 Liquidations. 8.8 Controlled Organizations. 8.9 Partnerships and Joint Venture Basics. 8.10 Flow-Through Entities. 8.11. Partnerships—Details. 8.12 Limited Liability Companies—Details. 8.13 Other Joint Ventures. 8.14 Whole Entity Joint Ventures. 8.15 Ancillary Joint Ventures. 8.16 Law-Imposed Joint Ventures. 8.17 Look-Through Rule—Details. Chapter Nine: Contemporary Applications of the Unrelated Business Rules. 9.1 Educational Institutions. 9.2 Health Care Providers. 9.3 Museums. 9.4 Associations. 9.5 Labor and Agricultural Organizations. 9.6 Fundraising Activities. 9.7 Travel Opportunities. 9.8 Provision of Services. 9.9 Sharecrop Leasing. 9.10 Retirement Plan Reversions. 9.11 Exempt Functions as Unrelated Business. 9.12 Other Instances of Related Business. 9.13 Other Instances of Unrelated Business. 9.14 Agency Rule. Chapter Ten: Unrelated Business and the Internet. 10.1 State of the “Law”. 10.2 Two Overarching Issues. 10.3 Web-Based Business: Tax Law Perspective. 10.4 Web Site Advertising. 10.5 Web Site Corporate Sponsorships. 10.6 Trade Shows. 10.7 Merchandising. 10.8 Auctions. 10.9 Charity Malls. 10.10 Merchant Affiliate Programs. 10.11 Associations. 10.12 Web Site Material as Periodical. 10.13 Royalty Arrangements. 10.14 Questions Posed by IRS Announcement. 10.15 Summary. Chapter Eleven: Reporting Requirements. 11.1 Tax Structure. 11.2 Deduction Rules. 11.3 Annual Information Return. 11.4 Unrelated Business Income Tax Return. 11.5 Other Rules Concerning Preparation and Filing of Return. Appendices. Appendix A: Sources of the Law. Appendix B: Internal Revenue Code Sections. Appendix C: Glossary. Appendix D: Form 990. Appendix E: Form 990 T. Appendix F: Codes for Unrelated Business Activity. Tables. Table of Cases. Table of IRS Revenue Rulings and Revenue Procedures. Table of IRS Private Determinations Cited in Text. Table of Related IRS Private Determinations. Table of Cases Discussed in Bruce R. Hopkins’ Nonprofit Counsel. Table of IRS Private Determinations Discussed in Bruce R. Hopkins’ Nonprofit Counsel. Index.

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Book SynopsisFrom a leading expert on nonprofit marketing, the only marketing handbook a nonprofit manager will ever need-now fully revised and updated In Successful Marketing Strategies for Nonprofit Organizations, Second Edition, nonprofit marketing guru Barry J. McLeish shares everything he''s learned during more than two decades managing and consulting nonprofits of every shape and size. Skipping all the arcane theory and the business school jargon, he gives you clear, step-by-step advice and guidance and all the tools you need to develop and implement a sophisticated marketing program tailored to your organization''s needs and goals. New sections on the new media available to nonprofit marketers Techniques for analyzing your market and developing a comprehensive marketing plan Marketing strategies that will support fund-raising, promote new services, and enhance your organization''s reputation and visibility Methods for developing a markTable of ContentsPreface xv Acknowledgments xxxi Part I Introduction 1 Chapter 1 A New Way of Doing Business for the Nonprofit Organization 3 The Need for a New Marketing Orientation 4 Dealing with Nonprofit Organizations in Flux 5 Marketing to the External World 10 Marketing Defined 10 Develop an Outline of Marketing Strategies 13 The Marketing Task 18 Marketing Tools 22 Use Distinctive Competencies to Assess the Competition 26 Summary 27 Chapter 2 The Development of a Marketing Strategy 29 Why a Marketing Strategy? 31 First Steps in Defining Strategy 33 The Operating Environment’s Effects on Marketing Strategy 38 First Steps to a Competitive Strategy 47 Breaking with Tradition to Remain Flexible 48 Summary 49 Chapter 3 The Phased Strategic Marketing Plan 51 External-Analysis Phase 52 Internal-Analysis Phase 56 Market-Development Phase 57 Strategy-Selection Phase 59 Presentation of the Plan 59 Summary 60 Part II The External Analysis 61 Chapter 4 External Analysis: Client, Donor, Volunteer, and Competitor Research 63 The Importance of Continuous Listening and Analysis 65 Building a Rationale and Addressing Objections to Stakeholder Listening and Research 66 Other Research and Listening Concerns, Including Flexibility 71 Start with Clients, Volunteers, Constituents, Customers, and Donors 72 Segmentation as the Next Step 73 Enduring and Dynamic Segmentation Variables 74 Describing Clients, Donors, Volunteers, Customers, and Constituents 81 Additional Segmentation Strategies Following an External Audit 83 External Analysis of Competitors 84 Positioning to Understand ‘‘the Market’’ 87 Ways to Identify Competition 87 How Nonprofit Organizations Compete 88 Summary 91 Chapter 5 Researching Your Nonprofit Organization’s Environment 93 The Nature of a Nonprofit Organization’s Environment 94 External Analysis, Competitors, and a Nonprofit’s Environment 95 The Actual and Potential Size of the Competitive Environment 96 How Is the Environment Structured? 98 How Nonprofit Organizations Enter an Industry 103 How Does the Nonprofit Organization Deliver Its Services? 106 What Is the Potential for Growth? 109 Relating Product Life Cycles to a Nonprofit’s Growth Potential 111 Differentiating a Nonprofit Based on External Analysis 113 Summary 117 Chapter 6 Competition and Internal Marketing Analysis 119 Reasons for an Internal Examination 120 Measuring Past and Current Performance 122 Dealing with Strategic Problems and Uncertainty 132 Assessing the Organization’s Strengths and Weaknesses 137 Looking for and Managing Long-Term Relationships 141 Cost and Performance Analysis Helps Define Success 143 The Internal Audit Helps Define Organizational Strengths and Weaknesses 144 Summary 145 Chapter 7 Value Propositions and Marketing Objectives 147 Would Anyone Miss You If You Went out of Business? 147 Why Should a Nonprofit Organization Worry about Objectives? 147 Developing Organizational Objectives 148 Using Objectives to Excel in Marketing 153 Marketing Performance Comes with Measuring Company Objectives 155 Staying Competitive 165 Summary 166 Chapter 8 Creating Competitive Advantage 167 Strategy Options 168 The Most Popular Strategic Orientations and Their Application to the Organization 172 Matching the Market 176 Tactics for Achieving Competitive Advantage 177 The Sustainable Competitive Advantage 178 What Constitutes a Sustainable Competitive Advantage 178 Augmenting Success 181 Market Strategies 182 Summary 185 Chapter 9 Winning through Competitive Strategy Options 187 The Nature of Strategy and Its Uses 188 Environmental Context and Strategic Options 191 Strategy Frameworks 193 Strategy Models 194 The Portfolio Framework 196 The Forces of Competition 198 Porter’s Three Competitive Strategies 202 The Planning Process Framework 203 Summary 205 Chapter 10 Creating a Competitive Image and Brand 207 Brand Formulation 208 Merging Brand and Strategy 211 Using the Brand Strategically 216 Reaching the Branded Goals of the Campaign 219 Summary 228 Epilogue 229 Notes 237 References 243 About the Author 245 Index 247

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Book SynopsisA fresh step-by-step guide for identifying your nonprofit''s planned giving prospects and inspiring them to give generously Donor-Centered Planned Gift Marketing helps nonprofit organizations move beyond traditional marketing techniques that have historically yielded only modest results and reveals how putting the focus on the donor can produce the best outcomes for all. Here, nonprofits new to gift planning will learn to market effectively from the start while those with established programs will discover ways to enhance their efforts. You will learn about various donor-centered marketing channels and techniques, as well as how to generate internal support for an improved planned gift marketing effort. Full of useful and proven tips you can implement for immediate results Offers practical tools including forms and checklists Includes a worksheet to help organizations calculate their planned giving potential Sharing the lateTrade Review"Michael's book is the first of its kind to place the emphasis on the planned giving donor right from the start. In marketing our planned giving programs we traditionally focus on promoting the organization, then we spotlight the donors. Jumpstart or enhance your planned giving program with this book and doubt your organization will be in a wonderful position to get the planned gifts it deserves." — Laura Fredricks, LLC, author of The ASK: How to Ask for Support for Your Nonprofit Cause, Creative Project, or Business Venture. “Donor-Centered Planned Gift Marketing by Michael Rosen is a comprehensive, well-researched and practical guide to the marketing of planned gifts via a donor centered process. The book will be of interest to both those new to planned giving and those seeking to take their program to a higher level.” —Philip Cubeta, CLU, ChFC, MSFS, CAP, The Sallie B. and William B. Wallace Chair of Philanthropy, At The American College “Never has there been a better time to talk about planned giving. It is an effective tool for developing resources for an organization and it is a meaningful way to truly engage with one’s donors. This book provides a thorough roadmap for both the nonprofit that needs to start and the nonprofit that needs to expand their efforts in developing an effective, well-planned and successful development effort using planned giving.” — R. Andrew Swinney, President, The Philadelphia Foundation Michael Rosen’s Donor-Centered Planned Gift Marketing should become the Bible for anyone seeking to raise money from planned gifts. His donor-centered approach combined with useful examples and a wealth of practical tips and helpful hints, makes the book a must-have reference for anyone working in gift planning. —Phyllis Freedman, President, SmartGiving, The Planned Giving Blogger “Rosen writes with a clarity that displays his depth of knowledge and breadth of experience. He articulates principles that will benefit everyone from CEOs and chief development officers to experienced gift planners and part-time fund raisers. Vivid illustrations from colleagues throughout the United States make the concepts very real and practical. Donor-Centered Planned Gift Marketing is an indispensible handbook for anyone who wants to achieve planned giving success.” — Robert E. Fogal, PhD, ACFRE, CAP, Minister of Philanthropy, Pennsylvania Southeast Conference of the United Church of Christ “The number one training topic requested by PPP members is planned gift marketing. Michael Rosen answers that need with a well-organized approach, interesting anecdotes, a reader-friendly writing style, and a wealth of practical information.” — Tanya Howe Johnson, CAE, President and CEO, Partnership for Philanthropic Planning “Rosen has artfully crafted an insightful, inspirational, and comprehensive road map for discerning planned gift donor engagement. By using the strategies and stories in Donor-Centered Planned Gift Marketing, professionals at all levels of proficiency can optimally engage and steward a donor’s passion and purpose for a better world through significant and heart-felt gift planning that will last more than their lifetime. This is a win-win book for all who care about future generations and vibrant communities.” —Margaret May Damen, CFP, CLU, ChFC, CDFA; Founder, The Institute for Women and Wealth, Inc.; coauthor, Women, Wealth and Giving: The Virtuous Legacy of the Boom Generation “This is one of those rare books that delivers more than it promises, and it will appeal to the specialist and generalist alike. It not only makes a case for a new approach to marketing, as the title would suggest, but it is also a practical guide for the entire process of planned giving, easy to understand because of the clear style and numerous examples, and with exercises to implement what is learned.” — Frank Minton, Senior Advisor, PG Calc; Founder, Planned Giving Services; Past Chair, American Council on Gift AnnuitiesTable of ContentsThe AFP Fund Development Series iv Foreword xv Preface xxi Acknowledgments xxvii 1 Introduction to Donor-Centered Marketing 1 Take Care of Donors: A Lesson from Aesop 2 Planned Gift Marketing for All Organizations 4 Percentage of Americans with a Planned Gift 5 Five Common Myths about Planned Giving 9 There Has Never Been a Better Time 13 An Illustration of Donor-Centered Fundraising 15 Proactive versus Reactive Planned Giving 17 Stepping Stones to a Successful Planned Giving Program 19 Summary 22 Exercises 23 2 Identify Who Makes Planned Gifts 25 Everyone Is a Planned Gift Prospect 26 General Characteristics of Planned Givers 27 The Priority-Prospect Equation 31 Factors That Impact Ability 33 Factors That Impact Propensity 38 Factors That Impact Social Capital 45 Pros and Cons of Information 49 Basic Prospect Data 50 Prospect Rating 52 Summary 55 Exercises 55 3 Identify What Motivates Planned Gift Donors 59 Manipulation versus Motivation versus Inspiration 60 What People Want 61 Demographic Factors Impacting Motivation 70 General Individual Motives 75 Organizational Factors 79 Bequest-specific Motives 81 Demotivating Factors 84 Summary 87 Exercises 88 4 Educate and Cultivate Planned Gift Prospects 89 The Need for Education and Cultivation 90 Create a Planned Giving Brand Identity 92 Fundamental Strategic Approach 95 Words Matter 96 Keep Messages Meaningful and Memorable 103 Existing Materials 109 Direct Mail 111 Telephone 116 Newsletters 120 Web Site 126 E-mail 134 Social Networking Technology 139 Events 142 Face-to-Face Visits 145 Advertising 151 Summary 153 Exercises 155 5 Educate and Cultivate Professional Advisors 157 Build Win-Win Relationships with Donor Advisors 158 Six Exchanges of Value 161 The Planned Giving Advisory Council 169 Defining and Evolving Roles 176 The Planned Gift Advisory Council and Its Members 177 Five Practices for Working with Donor Advisors 180 Summary 184 Exercises 184 6 The Ask 185 Good Things Come to Those Who Ask 186 Using Direct Mail to Ask for Gifts 187 Using the Telephone to Ask for Gifts 192 Meeting Face-to-Face for the Ask 200 Different Ask Scenarios When Meeting with a Prospective Donor 220 Donors Make Marketing Recommendations 229 Summary 230 Exercises 231 7 Stewardship 233 Stewardship Closes the Circle 234 Thank Donors Quickly and Frequently 237 Recognize Planned Gift Donors 240 Reporting to Donors 245 Internal Stewardship 246 Summary 251 Exercises 251 8 Getting Started 253 Is Your Organization Ready? 254 Getting Organizational Acceptance 255 Case for Support 257 Gaining Staff Acceptance 263 Building the Marketing Plan 265 Evaluating the Marketing Effort 270 Summary 274 Exercises 275 Appendix A Planned Gift Program Potential Worksheet 277 Appendix B Bequest Confirmation Form 283 Appendix C Sample Internal Case for Donor-Centered Philanthropic Planning: GPD Academy 285 Appendix D Cost to Raise a Planned Gift Dollar Worksheet 291 Notes 295 Glossary 305 References 313 About the Author 321 AFP Code of Ethical Principles and Standards 325 A Donor Bill of Rights 327 Model Standards of Practice for the Charitable Gift Planner 329 Index 331

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Book SynopsisClear, practical, step-by-step guidance through the nonprofit merger process Using real-world examples, case studies, and enduring frameworks, Nonprofit Mergers and Alliances, Second Edition offers clear, practical, step-by-step guidance through the merger and alliance development process. From assessing feasibility and planning for implementation to post-merger integration, this ground-breaking work points out pitfalls and offers insightful commentary in every chapter. Provides a comprehensive framework for designing and implementing effective collaborations of all kinds Offers the tools needed to effectively collaborate with potential partners Shows how nonprofit mergers are fundamentally different from for-profit mergers-and why board members need to know this Focuses on the needs of the nonprofit sector, including cultural compatibility and compassionate management practices Shows nonprofit managers and boardTable of ContentsAcknowledgments xiii Introduction xv Chapter 1 A Valid Strategic Option for the Future 1 Government’s Retreat Chapter 2 The Freestanding Nonprofit and Other Rugged Individualists 5 Why Nonprofi t Services Are Fragmented: A Story A Nonprofi t’s Economics Are Part of Its Strategy Chapter 3 Logic of Integrated Service Delivery 17 Applications of Integrated Service Delivery Elements of Integration Chapter 4 Deciding to Collaborate 25 Rescue Mergers Merger from Strength Deciding to Collaborate as a Function of Larger Forces Chapter 5 Preserving Identity 33 Nonphysical Components of Organizational Identity What Is Not Part of “Identity”—and What Is Chapter 6 The Role of Funders 37 What Funders Can Do Funding Collaborations Models for Funding Collaborations Quality Assurance through Foundations Chapter 7 C.O.R.E. Continuum of Collaboration 47 Our Model Applying the C.O.R.E Chapter 8 Economic-Level Collaboration 53 Sharing Information Bidding Jointly Joint Purchasing Chapter 9 Responsibility-Level Collaboration 57 “Circuit Riders” High-Integration Collaboration Models A Cautionary Note Chapter 10 Operations-Level Collaboration 61 Shared Training Joint Programming Joint Quality Standards Chapter 11 Corporate-Level Collaboration: Merger 65 Authority Is Concentrated Offi cial Start Dates May Be Anticlimactic What It Means to Merge The Essence of a Nonprofi t Merger Advantages and Disadvantages of a Merger Chapter 12 Models of Collaboration: Merger by Management Company 83 Structure Control and Governance Advantages of a Management Company Disadvantages of a Management Company Faulty Integration in a Management Company Model Chapter 13 Models of Collaboration: Alliances 93 Structure Chapter 14 Models of Collaboration: Partnerships with and between Nonprofits 99 Structure Control and Governance Special Considerations Partnerships with For-Profi t Companies Limited Liability Companies Chapter 15 Merger Myths 107 We Will Save Administrative Costs There Will Be Massive Job Cuts We Will Lose Our Identity Let Us Figure Out the Structure First Shhh Only Failing Organizations Merge Increase in Mergers Is a Product of an Economic Downturn Chapter 16 First Steps 113 Geographic Proximity Absence of a Permanent CEO Nonoverlapping Markets Industrializers and Prototypers Compatibility of Services Special Assets Role of Culture Role of Class Quick Culture Check Building Trust Seeds of Trust: Disclosure, Consultation, and Collaboration Chapter 17 Merger or Alliance? How to Decide 131 Corporate Control Chapter 18 First Phase of a Merger: Feasibility Assessment 147 Informal Phase of a Collaboration Role of Consultants Form a Collaboration Committee Why Due Diligence? What Is a Due Diligence Investigation? Governance Finances Assets Liabilities and Obligations Some Financial Red Flags Valuations Carrying Out the Valuation Pro Forma Financials, Including Cash Flows Regulatory Filings Human Resources Information Assess the Feasibility Chapter 19 Second Phase of a Merger: Implementation Planning 175 Form Subcommittees of the Collaboration Committee Internal Communication External Communication Some Sample Collaboration Committee Structures Who Will Be the Boss? Some Tools to Accomplish a Leadership Transition Once the Selection Is Made . . . Creating the Formal Agreement Merger Announcement (Create a Splash) Chapter 20 Third Phase of a Merger: Integration 205 Time Required for Integration Common Sources of Resistance Chapter 21 The Seven Stages of Alliance Development 219 Categories of Alliances Seven Tasks of Alliance Development Task One: Initiate, Explore, and Analyze Task Two: Synthesize and Plan Task Three: Establish Shared Objectives Task Four: Develop Working Committee Structure Task Five: Gain Quick Victories Task Six: Secure Institutionalize Buy-in Task Seven: Implement and Evaluate Chapter 22 Postscript and Conclusion 251 About the Author 253 Index 255

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Book SynopsisA direct, practical guide revealing how you can lead your not-for-profit to success through mission-based marketing Now in a Third Edition, Mission-Based Marketing is a direct, practical guide showing how you can lead your not-for-profit to success in a more competitive world. This book provides the knowledge and skills you need to build a market-driven organization that holds onto its core values, does a better job of providing mission, and successfully competes for funding, clients, referral sources, staff, and board members. Includes new material on nonprofit websites, social networking and new methods of communication, advances in technology, customer service in today''s world, and the effects of marketing on fundraising Goes beyond the hows and whys to include lots of hands-on advice and real-world examples Other titles by Brinckerhoff: Mission-Based Management: Leading Your Not-for-Profit In the 21st Century, Faith-Based MTable of ContentsAcknowledgments xi About the Author xiii Chapter 1 Introduction 1 Overview 1 A Competitive and Always-Online World 3 Who This Book is Written For 7 The Benefits of Reading This Book 8 Preview of the Book 9 Recap 13 Chapter 2 Marketing: A Key to Better Mission 15 Overview 15 The Characteristics of a Mission-Based, Market-Driven Organization 16 Meeting Customer Wants 18 Treating Everyone Like a Customer 22 What about Your Competition? 23 A Team Effort 27 Recap 31 Discussion Questions 32 Chapter 3 Being Mission Based and Market Driven 33 Overview 33 Which is Right, the Markets or the Mission? 34 Moving with the Markets and Maintaining Your Mission 37 The Never-Ending Marketing Cycle 41 The Results of Becoming Market Driven 42 Motivating Board and Staff 44 Holding On to Your Core Values 49 Recap 53 Discussion Questions 54 Chapter 4 Being Flexible and Innovating with the Market 57 Overview 57 The Need for Flexibility 58 Retaining the Capacity for Flexibility 62 Being a Change Leader 68 The Pace of Change in a Competitive Environment 70 Recap 74 Discussion Questions 75 Chapter 5 The Marketing Cycle for a Nonprofit 77 Overview 77 The Marketing Cycle That Works 78 The Marketing Disability of Most Nonprofits 92 The Marketing Cycle and Your Competitors 94 Recap 97 Discussion Questions 98 Chapter 6 Who are Your Markets? 99 Overview 99 Market Identification and Quantification 100 Market Segmenting 108 Focusing on Target Markets 111 Treating All Your Markets Like Customers 112 Recap 116 Discussion Questions 116 Chapter 7 Who are Your Competitors? 119 Overview 119 Identifying Your Competition 120 Studying the Competition 129 Focusing on Your Core Competencies 137 Recap 139 Discussion Questions 139 Chapter 8 Asking Your Markets What They Want 141 Overview 141 Surveys 142 Focus Groups 150 Informal Asking 153 Asking (and Listening) Online 155 Asking Mistakes 157 After Asking 159 Recap 160 Discussion Questions 162 Chapter 9 Better Marketing Materials 163 Overview 163 The Problems with Most Nonprofits’ Marketing Materials 164 Solving Customers’ Problems 169 Things to Include in Your Marketing Materials 171 Things to Avoid in Your Marketing Materials 174 Developing Different Materials for Different Markets 176 Recap 177 Discussion Questions 179 Chapter 10 Technology and Marketing 181 Overview 181 Tech is an Accelerator of Good Marketing 182 (Your Web Site is) Your First Chance to Make a Good Impression 184 Asking and Listening 188 Beware the Digital Divide 191 Social Networking/Social Media 193 What’s Next? 194 Recap 194 Discussion Questions 195 Chapter 11 Incredible Customer Service 197 Overview 197 Three Customer Service Rules 199 The Customer is Not Always Right, but the Customer is Always the Customer, so Fix the Problem 200 Customers Never Have Problems; They Always Have Crises, so Fix the Problem Now 200 Never Settle for Good Customer Service—Seek Total Customer Satisfaction 205 The Unhappy Customer 209 Regular Customer Contact 211 Turning Customers into Referral Sources 213 Recap 215 Discussion Questions 215 Chapter 12 A Marketing Planning Process 217 Overview 217 Developing Your Marketing Team 218 An Asking Schedule 221 Targeting Your Marketing Effort 224 A Marketing Plan Outline 226 Marketing Planning Software 232 Recap 232 Discussion Questions 233 Final Words 235 Index 237

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Book SynopsisAn indispensable guide to the complex art of nonprofit leadership and management In The Challenge of Change, Philip Coltoff distills the insights he has gained from nearly twenty-five years of leadership at The Children''s Aid Society of New York City, one of the largest and best-known not-for-profit organizations in the nation. Now in a Second Edition, The Challenge of Change shares his ideas and experiences with a new generation of not-for-profit leaders and board members. Reflects new changes in board structure, statutory requirements, functional relationships, succession, and transitional relationships Looks at Coltoff''s days at the helm of one of the oldest and most well-known institutions in the United States Unparalleled insight and wisdom from a true nonprofit leader and pioneer Nonprofit executives and board members will benefit from Coltoff''s observations and advice about everything from strategic pTable of ContentsForeword. Preface. Acknowledgments. Introduction. Chapter 1 Governance and Administration. Sarbanes-Oxley. Accountability. Organizational Culture. Role of The Board. Administrative Flexibility. Summary. Chapter 2 Role and Responsibility. Foundation Grants. Government Grants. Growing Your Fundraising Working with the Board and Staff. The Social Safety Net. Summary. Chapter 3 Serving the Entire Community. How Location and Demography Affects Funding. Broadening Your Service Base. Serving the Community. Summary. Chapter 4 The Public Image of the Not-for-Profit. Making Your Not-for-Profit Visible. Outcomes and Results. Communication Strategy. The Media and the CEO. Branding. Summary. Chapter 5 The Social Work Professional— Manager and CEO. The Church, Immigration, and the Beginning of Social Services. The Social Service Profession Evolves. Managerial Roles in Social Services Summary. Chapter 6 Programs and Priorities. Creating an Effective Mission Statement. How Changes in Vision Affect Your Mission. Changing Direction. Summary. Chapter 7 Public Policy and Government Relations. Bridging the Gap between Independence and Advocacy. Essential Steps to be an Advocate. Advocacy and Politics—Do They Mix? Summary. Chapter 8 Lessons in Leadership. What Makes an Effective Leader? The Adaptive Leader. What Makes Leaders Successful. The Role of the Manager. Summary. Chapter 9 The Board and the CEO. The Board of Directors. The CEO. Summary. Chapter 10 Raising Money, Managing Budgets, Building Relationships, and Thinking Ahead. Not-For- Profits, Donors, and Funds. Funds Management. Summary. Chapter 11 Evaluation, Human Resource, Staff Training, and Development. The Evaluation Process. The Theory of Change. The CEO, Evaluation, and Human Resources. Responsibilities of the Human Resources Department. Staff Training and Development. Summary. Chapter 12 The Age of Technology. The Importance of Technology. Summary. Chapter 13 Volunteers and Voluntarism. The Growth of Volunteerism. Relationship between Volunteers and Management. Summary. Chapter 14 International Social Welfare and the Role of the University. The Not-for-Profits Increasing International Presence. Universities Expanding Involvement. Summary. Chapter 15 Succession and Retirement. Who I Was and Who I am Now. The Effects of Retirement on the CEO. Succession Planning. Summary. References. About the Author. Index.

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Book SynopsisEvery aspiring and practicing nonprofit executive should read and reread this book. -- Nancy Axelrod , executive director, National Center for Nonprofit Boards Presents strategies used by effective executives to position their organizations and offers guidance on how executives can work more productively with their boards.Table of ContentsPreface. The Authors. 1. New Challenges for Nonprofit Executives. 2. Understanding Nonprofit Organizations and Their Environment. 3. Making Sense of Board-Executive Relationships. 4. Key Leadership Strategies for Nonprofit Executives. 5. Engaging and Developing the Board. 6. Learning Board-Centered Leadership Skills: Guidelines for the Chief Executive. Resources: Self-Assessment Questionnaires for Clarifying Roles and Responsibilities of Boards and Executives, References. Index.

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Book SynopsisPraise for Building Nonprofit Capacity A central question for leadership is to identify where, and when, to focus organizational energy, and that is where Brothers and Sherman''s book comes in. Changing organizations is never easy, which is why managers need the right set of maps and tools?like this one. Jon Pratt, executive director, Minnesota Council of Nonprofits Anyone running a nonprofit organization, no matter how large or small, would benefit from reading this book. It''s chock-full of useful information about managing change. Eric Nee, managing editor, Stanford Social Innovation Review Nonprofit leaders need tools to help them manage better, engage communities, collaborate, and have greater impact. Building Nonprofit Capacity is a great tool and a useful reference for organizations that are seeking to make a greater and more sustainable difference. Paul Schmitz, CEO, Public Allies Brothers and Sherman expertlyTable of ContentsAcknowledgments ix One Setting the Stage: Change as a Defining Force in the Nonprofit Sector 1 Lifecycle: A Framework for Initiating, Anticipating, Managing, and Understanding Change 3 Our Perspective 10 What’s in This Book? 11 Two Back to Basics: “What Is Core” 13 Defining the “Core” in Core Program 13 The Established Organization in Core Program: Characteristics and Telltale Signs 15 To Put a Stake in the Ground, You Need a Good Mission 16 An Organizational Vision as Your Guide to Success 17 Values Matter 19 Be Sure Your Strategy Is . . . Strategic 25 Founder’s Syndrome . . . Not Just for Founders Anymore 28 Taking It to the Next Level: The Importance of Trust 31 Three Infrastructure/Adolescence 45 Planning for Organizational Growth 48 The Role of the Board 55 Organizational Culture 63 Four Maturity/Impact Expansion (MIE) 73 Importance of Resource Development in the MIE Phase 76 Making the Case 78 Building Board Accountability in the MIE Phase 82 Organizational Assessment: The CSE Tool 87 Impact Expansion and the Question of Scale 94 Five Decline 103 Overview of Decline and the Lifecycle 104 High-Arc and Low-Arc: How Organizations in the Decline Phase Are Affected 105 The Arc During Crisis 117 Six Turnaround and Closing 127 Historical Look at Lifecycle Thought: Closing 128 The Downward Apex Point 129 Organizational Turnaround 130 Closing an Organization 140 The Mind-Set of Closing Organizations 141 Seven Conclusion 159 Reflections on This Book 160 Where Do We Go from Here? 163 Appendix 165 Notes 177 The Authors 181 Index 183

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Book SynopsisManaging Risk in Nonprofit Organizations explains and defines risk management, especially as it applies to nonprofits. It provides comprehensive guidance on such topics as identifying risk, prioritising risk, selecting appropriate risk management techniques, implementing risk management techniques, monitoring risk management, and financing.Trade Review“…looks at many aspects of the subject in great detail…. The approach is a practical one…” (Oxfam’s Development Resources Review, April 2004)Table of ContentsPART I: MANAGING RISK IN THE NONPROFIT SECTOR. Chapter 1: The Nature and Purposes of Risk Management. Chapter 2: Recognizing the Context for Risk Management. PART II: UNDERSTANDING THE GENERAL RISKS FACING NONPROFIT ORGANIZATIONS. Chapter 3: Property Risks. Chapter 4: Income Risks. Chapter 5: Liability Risks. Chapter 6: People Risks. Chapter 7: Reputation and Mission Risks. Chapter 8: Managing Volunteer Risks. Chapter 9: Governance and Fiduciary Risks. Chapter 10: Managing Risks Related to Serving Vulnerable Populations. Chapter 11: Managing the Risks of Transporting Clients. Chapter 12: Managing Collaboration Risk. PART III: RISK FINANCING FOR NONPROFITS. Chapter 13: Fundamental Objectives and Alternatives for Risk Financing. Chapter 14: Working with Insurance Professionals. Chapter 15: Insurance. Epilogue: A Risk Management Decalogue. Glossary. Bibliography. Resource Organizations. Index.

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Book SynopsisIncludes chapters on such topics as Making your Data Collection Meaningful, Sales for Non Profits, Strategic Leadership of Volunteer Organizations in an International Context, and Organizational Culture and Not for Profit Organizations.Table of ContentsPart I: Effectiveness. Marketing & Communications. 13 Contingency and Emergency Public Affairs (Revised) (RichardL. Thompson, APR, Director of Communications and Public Affairs,Naval Research Laboratory). Information Management. 14A Making Your Data Collection Meaningful (New) (Stephen Hobbs,EdD, creator of the WELLTH Learning Network, Dan R. Dyble, MSOD,WELLTH Learning Network). Part II: Efficiency. Revenue Generation. 19A Sales for Nonprofits (New) (Sylvia Allen, President of AllenConsulting). Part III: Evolutionary Environment. Leadership. 27A Organizational Culture and Nonprofit Organizations (New)(Joseph E. Champoux, PhD, The Robert O. Anderson Schools ofManagement, The University of New Mexico). Human Resource Development and Management. 34A Volunteer Organization Management Processes and Challengesin the International Context (New) (Donna Kennedy- Glans, BA, LLB,President of the Kennedy-Glans Perspective Inc.). Index.

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Book SynopsisSince not-for-profits are not required to comply with Sarbanes-Oxley, they have the advantage of being able to select from alternative ways of functioning. Not-for-Profit Audit Committee Best Practices helps audit committee members select from various best practices to tailor the functioning to their particular circumstances. .Table of ContentsPreface. 1. Background and Regulatory Issues. 2. Establishing an Audit Committee and Determining Its Charter. 3. Responsibilities of Internal Control over Financial Reporting. 4. Understanding and Addressing the Risks of Fraud. 5. Defining the Role of the Internal Audit Function. 6. Establishing an Effective Whistleblower Program. 7. Audit Committee's Relationship with the Independent Auditor. 8. An Audit Committee Action Plan. Index.

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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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Book SynopsisJulia Cagé explains the economics and history of the media crisis and offers a solution: a nonprofit media organization, midway between a foundation and a joint stock company, supported by readers, employees, and innovative financing such as crowdfunding. Her business model is inspired by a central idea: that news, like education, is a public good.Trade Review[A] lucid and succinct analysis…Saving the Media is an essential and timely contribution to a debate with high stakes—democracy itself. -- Vanessa Baird * New Internationalist *Intelligent, daring, even revolutionary—these are the three adjectives that could describe this new book by Julia Cagé. * L’Expansion *For economist Julia Cagé, the crisis of the media is primarily a problem of funding. In this new book, she imagines a participatory model that guarantees the freedom and independence of the press. * Libération *In this concise, detailed, and very accessible book, Julia Cagé dissects the world of the media…to find a new economic and democratic model in the digital age. * Le Républicain Lorrain *Saving the Media provides an excellent portrayal of the economic challenges facing the news media, newspapers in particular, and the implications these have on our democratic institutions. -- Henry Milner, University of MontrealOffers a thought-provoking, meticulously researched and persuasively argued intervention into the heart of the contemporary media crisis. -- Hans Rollman * PopMatters *Saving the Media is an informative and lively read with a well-balanced mix of facts and statistics. -- Gillian Youngs * Times Higher Education *

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Book SynopsisFrom Nobel Prizewinning economist Michael Kremer and fellow leading development economist Rachel Glennerster, an innovative solution for providing vaccines in poor countriesMillions of people in the third world die from diseases that are rare in the first worlddiseases like malaria, tuberculosis, and schistosomiasis. AIDS, which is now usually treated in rich countries, still ravages the world''s poor. Vaccines offer the best hope for controlling these diseases and could dramatically improve health in poor countries. But developers have little incentive to undertake the costly and risky research needed to develop vaccines. This is partly because the potential consumers are poor, but also because governments drive down prices.In Strong Medicine, Michael Kremer and Rachel Glennerster offer an innovative yet simple solution to this worldwide problem: Pull programs to stimulate research. Here''s how such programs would work. Funding agencies would commit toTrade ReviewWinner of the 2004 Award for Best Professional/Scholarly Book in Medical Science, Association of American Publishers "This book should interest anyone involved in international public health, politics and economics. It is a valuable effort to find a practical solution to a major problem."--Pierre Chirac, NatureTable of ContentsForeword ix Acknowledgments xiii 1.INTRODUCTION 1 2.HEALTH IN LOW-INCOME COUNTRIES 6 The Disease Environment in Low-Income Countries 6 Weak Health-Care Infrastructure 7 Malaria, Tuberculosis, and HIV/AIDS 11 The Impact of Cheap, Simple Technologies 20 3.THE PAUCITY OF PRIVATE R&D TARGETED TO THE NEEDS OF LOW-INCOME COUNTRIES 25 The Extent of R&D Targeted to Low-Income Countries 25 The Scientific Potential for New Vaccines 27 4.MARKET AND GOVERNMENT FAILURES 29 Why Target Foreign Assistance to Vaccine R&D? 30 The Patent Tradeoff 33 Low-Income Countries and Intellectual Property 36 Social versus Private Return: Some Quantitative Estimates 40 The Role of Public Purchases 42 5.THE ROLE OF PUSH PROGRAMS 45 Meningococcal Meningitis: An Example of a Successful Push Program 46 A Cautionary Tale: The USAID Malaria Vaccine Program 47 Incentives under Push Programs 49 6.THE POTENTIAL ROLE OF PULL PROGRAMS 55 The Effect of Market Size on Innovation 55 The Impact of Financial Incentive Programs 56 Examples of Pull Programs Stimulating Research 59 Advantages and Limitations of Pull Programs 63 7.PULL PROGRAMS: A MENU 68 Commitments to Finance Purchase of Products and Patents 68 Patent Extensions on Other Pharmaceuticals as Compensation for Vaccine Development 70 Best-Entry Tournaments 72 Expanding the Market for Existing Vaccines and Drugs 73 8.DETERMINING ELIGIBILITY 76 Basic Technical Requirements 76 Independent Adjudication Committee 78 Market-Test Requirement 81 Exit Clauses 84 9.HOW MUCH SHOULD WE PROMISE TO PAY FOR A VACCINE? 86 What Market Size Is Needed to Spur Research? 86 Cost-Effectiveness: What Is a Vaccine Worth? 90 10.HOW SHOULD PAYMENT BE STRUCTURED? 97 Paying for Multiple Vaccines and Market Exclusivity 100 Bonus Payments Based on Product Quality 103 Increasing the Promised Price over Time 105 Avoiding Windfalls 106 Industry Consultations 107 11.SCOPE OF THE COMMITMENT 109 What Diseases to Cover? 109 Vaccines, Drugs, and Other Technologies 109 Incentives for Agricultural R&D 112 12.MOVING FORWARD WITH VACCINE COMMITMENTS 115 Making a Commitment Legally Binding 116 The Politics of Creating Markets for Vaccines and Drugs 118 Potential Sponsors of New Markets for Vaccines and Drugs 119 References 127 Index 145

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Book SynopsisTrade Review"Sharp and information-rich. . . . [The Power of Organizations] offers a comprehensive, detailed glimpse of what contemporary organizational theory has become."---Brayden G. King, Administrative Science Quarterly

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Book SynopsisTrade Review"Sharp and information-rich. . . . [The Power of Organizations] offers a comprehensive, detailed glimpse of what contemporary organizational theory has become."---Brayden G. King, Administrative Science Quarterly

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This classic volume achieves a remarkable width of appeal without sacrificing scientific accuracy or depth of analysis. It is a valuable contribution to the study of business efficiency which should be read by anyone wanting information about the developments and place of management, and it is as relevant today as when it was first written. This is a practical book, written out of many years of experience in working with managements of small, medium and large corporations. It aims to be a management guide, enabling readers to examine their own work and performance, to diagnose their weaknesses and to improve their own effectiveness as well as the results of the enterprise they are responsible for.

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Book SynopsisSince 9/11 and the onset of the war on terror, the principal challenge confronting liberal democracies has been to balance freedom with security and individual with collective rights. In Defence of Principles sheds new light on the evolution of human rights norms in liberal democracies by charting the activism of four Canadian NGOs on issues of refugee rights, hate speech, and the death penalty, including their use of difficult, often controversial legal cases as platforms to assert human rights principles and shape judicial policy-making.Although human rights principles are often spoken of in absolute terms, this book reminds us that they are never certain even in countries that have a vibrant civil society, a long tradition of rule of law, and a judiciary that possesses the constitutional authority to engage in judicial review. The struggles of these NGOs reveal not only the fragility but also the resilience of ideas about rights in liberal democracies.Trade ReviewIn Defence of Principles is a comprehensive survey of three groundbreaking Charter cases and the NGOs that plunged into the heart of these controversies. Thompson’s book ultimately reminds readers of the fragility of NGOs’ gains in the field of human rights, as the experiences of AI Canada in Kindler and of the CCC in Singh both show. Thompson’s work also describes how NGO intervention is not without its costs. The CCLA and AI Canada, for instance, paid a substantial price in the form of adverse publicity and decreased donations, respectively, for being seen to side with odious individuals (whether a virulent racist or two violent criminals). In spite of these setbacks, the persistence of Singh, Keegstra, and Kindler in current debates on refugees, free expression, and capital punishment remains a legacy of the intervention and bold ideas of Canada’s NGOs. -- Stephen Hsia * Osgoode Hall Law Journal Vol 49, No 2 *This is a well-crafted, subtle, and highly relevant though specialized contribution to human rights and security. Summing up: Highly recommended. -- M.D. Crosston, Bellevue University * CHOICE, Vol. 48, No. 09 *Table of ContentsPrefaceIntroduction: In Defence of Principles1 My Brother’s Keeper: The Canadian Council of Churches and the Rights of Refugees2 The “Misuse” of Freedom? The Canadian Jewish Congress, the Canadian Civil Liberties Association, and the Limits of Expression3 Shocking the Conscience? Amnesty International Canada and Abolition of the Death PenaltyConclusion: Principles in the Age of RightsNotesSelected BibliographyIndex

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Book SynopsisThis exploration of the activities of four Canadian NGOs in advancing and defending human rights principles sheds new light on the fragility and resilience of human rights norms in liberal democracies.Trade ReviewIn Defence of Principles is a comprehensive survey of three groundbreaking Charter cases and the NGOs that plunged into the heart of these controversies. Thompson’s book ultimately reminds readers of the fragility of NGOs’ gains in the field of human rights, as the experiences of AI Canada in Kindler and of the CCC in Singh both show. Thompson’s work also describes how NGO intervention is not without its costs. The CCLA and AI Canada, for instance, paid a substantial price in the form of adverse publicity and decreased donations, respectively, for being seen to side with odious individuals (whether a virulent racist or two violent criminals). In spite of these setbacks, the persistence of Singh, Keegstra, and Kindler in current debates on refugees, free expression, and capital punishment remains a legacy of the intervention and bold ideas of Canada’s NGOs. -- Stephen Hsia * Osgoode Hall Law Journal Vol 49, No 2 *This is a well-crafted, subtle, and highly relevant though specialized contribution to human rights and security. Summing up: Highly recommended. -- M.D. Crosston, Bellevue University * CHOICE, Vol. 48, No. 09 *Table of ContentsPrefaceIntroduction: In Defence of Principles1 My Brother’s Keeper: The Canadian Council of Churches and the Rights of Refugees2 The “Misuse” of Freedom? The Canadian Jewish Congress, the Canadian Civil Liberties Association, and the Limits of Expression3 Shocking the Conscience? Amnesty International Canada and Abolition of the Death PenaltyConclusion: Principles in the Age of RightsNotesSelected BibliographyIndex

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Book SynopsisIn this unsettling analysis of the breast cancer movement in Canada, health activist, scholar, award-winning journalist, and cancer survivor Sharon Batt investigates the changing relationship between patient advocacy groups and the pharmaceutical industry, as well as the contentious role of pharma funding.Trade Review[Health Advocacy Inc.] expands the conversation into new terrain, exploring how industry infiltrates patient advocacy groups employing the same tools that have been so successful with doctors… -- Anne Kingston * Literary Review of Canada *Batt`s scholarly approach allows opposing voices ... [her] goal is to start a conversation and encourage discussion. She readily achieves this effect, and any cancer charity currently facing a funding dilemma would be well served by her book. -- Isabel Lokody * Lancet Oncology *Health Advocacy Inc. occasionally feels like a Russian novel. It has plot twists and dissidents whose tactics and rebellions against drug companies are nothing short of heroic. Yet Batt eschews sensational tropes about the evils of big pharma in favour of interviews and archives describing the gradual demise of the breast cancer movement. -- Deborah Ostrovsky * Herizons *Batt makes a powerful case ... To this reviewer’s knowledge, this is the only study tracking the process of neoliberal reform and its cumulative impact on the same groups within civil society over such a long time frame and is ground breaking for that reason alone. -- Nick Acheson, University of Dublin Trinity College * Voluntary Sector Review *[Batt’s] superb new book is a deep scholarly account of the way that pharmaceutical funding has warped the patient advocacy movement into a tool for medical capitalism ... Few writers are better placed to document this story ... Would-be rebels and reformers should take to heart the cautionary lessons of Health Advocacy, Inc. -- Carl Elliott * Hastings Center Report *Batt’s revelations about the relationship between patient advocacy groups and the pharmaceutical industry are vital and disturbing. -- Lisa Cumming * Maisonneuve *In sum, Batt’s is a terrific book, a focused study of a policy area that has many lessons for all concerned with effective democratic policy making and the consequences of public-private partnerships and donor influence. -- Peregrine Schwartz-Shea, University of Utah * Journal of Empirical Research on Human Research Ethics *Health Advocacy Inc. is an extremely stimulating and timely book benefitting from the author’s scholarly skills, but also from her particular standpoint as a breast cancer activist. -- Grazia De Michele, doctoral researcher in history at the University of Genoa * Somatosphere *Batt has written a compassionate account of the debates among breast cancer activists in Canada and internationally about whether to accept money from the pharmaceutical industry … Now more than ever we need advocates who put drug safety, effectiveness and affordability above the interests of pharma. -- Colleen Fuller, cofounder of Pharma Watch Canada * Alberta Views *[Health Advocacy, Inc.] is not an easy read, but it should be devoured by anyone, from any nation, who wants to put together a similarly formidable argument for transparent and genuine discussion about what we should – indeed, must – do differently to prevent and treat human suffering and disease. -- Nancy MP King, Wake Forest University * Indian Journal of Medical Ethics Online *What makes the book stand out from the rest of the vast literature on these dynamics is the wealth of personal vignettes and in-depth case studies… Academics, funders, policy researchers and campaigners of all political stripes will find a lot to like, learn and think about in this meticulously researched and well-written book. -- Till Bruckner, founder of TranspariMED and advocacy manager for Transparify * On Think Tanks *To Batt’s credit, she never falls into the partisan trap of framing the issue as a moralistic struggle of good versus evil. While she stakes out a strong position, she treats the topic with the nuance it deserves. Drawing on a wealth of ethnographic material, she chronicles how decent people and committed organisations struggled to support and represent breast cancer patients over many years, despite financial constraints and funder attempts at co-optation. -- Till Bruckner * The HealthWatch Newsletter *Table of ContentsPrefaceIntroduction: The Secret War among Patient Groups Part 1: Canada’s Health Care System Transformed – Neoliberalism and the Erosion of the Welfare State1 Canada’s Health Policy Landscape2 Health Advocacy Organizations in Canada Part 2: From Grassroots to Contestation to Partnership – The Breast Cancer Movement and Big Pharma 3 Beginnings of the Breast Cancer Movement 4 Advocacy Redefined 5 The Movement Fractures over Pharma Funding6 Pharma Funding as the New Norm7 Advocacy Groups and the Continuing Struggle over the Pharma-Funding Question Conclusion: The Fight for Medicine’s SoulAppendix: Organizations and Their MembersNotesIndex

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Book SynopsisAt a time of heightened concern about what our future holds and how we can shape it, Engagement Organizing shows how combining old-school people power with new digital tools and data can win campaigns today.Trade ReviewThis is an excellent book for anyone who loves bringing people together for a common cause, not only because of its smart and strategic insights, but because of the integrity of its practices. Rather than a win-at-all-costs approach, Price reminds organizers of the irreplaceable importance of human connections and the consistent practice of values underlying any given social movement. While the proliferation of data offers a breadth of engagement previously unknown, Engagement Organizing reminds us of the depth that can only be achieved through a return to the interpersonal relationships of community organizing. -- Natalie Appleyard * Catalyst *… Engagement Organizing is a relevant and useful resource. It is an accessible mix of theory and practice… [and] provides practical examples of what it means to synchronize an organization’s systems and share power with community. -- Jillian Witt, community engagement consultant * The Philanthropist *If you’re involved in making change or building community – from a political party to a school parent advisory committee – you should read the book. -- Paul Willcocks * TheTyee.ca *Table of ContentsForeword by Allan R. GreggIntroduction: Failing Well1 Organizing Principles and Training2 Digital and Data3 Scaling and Networked Communications4 Disruption in the NGO Sector5 Rediscovering Union Organizing6 Electoral OrganizingConclusion: Getting StartedAppendix: Advice for Rookie (Labour) OrganizersNotes; Further Resources; Index

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