Non-profitmaking organizations Books

Book SynopsisLearn to live the message of the Good Samaritan and make a global impact, using the resources already at your disposal.If there were a popularity contest among all the parables of Jesus, the Good Samaritan would probably win. Nobody is against the Good Samaritan because being against the Good Samaritan is like being against Mother Theresa or Oskar Schindler or the firefighters who ran into the World Trade Center. In that same popularity contest, the Shrewd Manager would probably finish last. The Shrewd Manager is lazy, deceitful, and double-crossing. Yet in this alluringly freakish parable, Jesus actually holds up the Shrewd Manager as an example, as he does with the Good Samaritan.This book is about learning to live the message of the Good Samaritan in the context of the globalized world of the twenty-first century. This means learning to love our global neighbor wisely by harnessing the resources at our disposal—our time, talents, opportunities

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Book SynopsisA Publication of the National Center for Nonprofit Boards Should be required reading for every new board member. --NonProfit Times Shows how to handle the challenges facing board members, including board organization, procedures, accountability, and more!Trade Review"The single most significant source of useful information and wisdom on boards. . ." (Warren Bennis, Distinguished Professor of Business Administration, University of Southern California,, and author of Why Leaders Can't Lead) "This book is an important addition to the still scant literature regarding governing boards and should be required reading for every new board member."Table of ContentsForeword by Nancy R. Axelrod. 1. How to Think About a Board. 2. The Human Potential of a Board. 3. The Structure of the Board. 4. The Board, the Executive, and the Staff. 5. The Operations of the Board. 6. The External Relationships of the Board. Appendix A: How Many Governing Boards Are There? Appendix B: Keep Absolutely and Serenely Good Humored. Appendix C: A Rating Scale for Boards. Appendix D: From Outer Space to Inner Control.

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Book SynopsisThis practical guide offers a realistic approach to strategic management, while borrowing from the most helpful and relevant business ideas, allows the public or nonprofit organization to achieve success without compromising its unique mission or constituency. Executives, managers, and policymakers will find key principles for everyday application, including how to: identify trends that will most affect programs and services; assess the organization''s core strengths and competencies; select strategies that advance the mission while building operational success; explore opportunities for collaborations with other organizations; and encourage a culture of strategic thought and action. Throughout this innovative guide, there are numerous illustrations and examples of how to apply the most appropriate technique to a particular need or goal. At last, public and nonprofit organizations have a real-world guide to finding lasting success.Trade Review"Kevin Kearns provides a well-structured overview of fundamental strategic options that leaders need to consider in shaping the destiny of their organizations and of individual programs and services. He offers busy nonprofit executives a practical, readable, and useful framework for strategic thinking." (Margaret Tyndall, chief executive officer, YWCA of Greater Pittsburgh) "Kearns has demystified strategic planning in the private sector and made its best attributes useful to public and nonprofit organizations. Private Sector Strategies for Social Sector Success will help public and nonprofit officials better serve citizens and clients in the increasingly competitive marketplace." (William Dodge, executive director, National Association of Regional Councils, and author of Regional Excellence) "This is a first-rate book, a truly useful guide. Kearns presents a comprehensive, highly readable, and practical approach to thinking and acting strategically about critical issues facing public and nonprofit organizations." (Thomas J. Pavlak, associate director, Carl Vinson Institute of Government, University of Georgia) "The National Alliance for Nonprofit Management has presented the 2001 Terry McAdam Book Award for the best book about nonprofit organizations published in 2000-01 to Kevin Kearns for Private Sector Strategies for Social Sector Success." (Chronicle of Philanthropy, May 2, 2002)Table of ContentsPREPARING FOR STRATEGIC PLANNING. 1. Embracing New Challenges and Opportunities: Strategic Management in Government and Nonprofit Organizations. 2. Understanding Three Models of Strategy Formulation. 3. Using Environmental Scanning to Track TrAnds and Prospects. 4. Analyzing Your Organization's Portfolio. CHOOSING THE RIGHT STRATEGY. 5. Growth Strategies. 6. Retrenchment Strategies. 7. Stability Strategies. 8. Collaborative Strategies. STRATEGY IN PRACTICE. 9. Implementing Strategic Decisions. Conclusion: Balancing Politics and Strategy.

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Book SynopsisSponsored by The Management Center At last, busy nonprofits can produce their own employee handbookswithout the usual worries or frustrations. And employees canfinally look to a single source for all the policies and proceduresthat bear on their day-to-day work. This unique book-and-disk sethas everything you need to craft an employee handbook that istailored to your organization''s mission, culture, and goals. It isThe Management Center''s most comprehensive human resources toolkitfor nonprofits across the country--filled with sample policies andexamples of how to adapt each policy to your specificobjectives. Flexible and user-friendly, Creating Your Employee Handbook offersa unique three-level approach, capturing the complexity anddiversity of your nonprofit. Many of the sample policies appear inversions that correspond to large, medium-sized, or smallnonprofits. Sample policies also reflect different organizationalcultures. For each policy,you can choose--mixing orTable of ContentsIntroduction: How an Effective Employee Handbook Can Improve YourOrganization. STARTING YOUR HANDBOOK OFF RIGHT. Policies for a Good First Impression. PRESENTING CLEAR EMPLOYMENT AND EMPLOYEE DEVELOPMENTPOLICIES. Employment and Hiring Policies. Employee Development. CREATING WELL-CRAFTED BENEFITS POLICIES. Health, Wellness, and Employee Assistance. Paid Time Off. Unpaid Time Off and Leaves of Absence. DEVELOPING FAIR, STRAIGHTFORWARD POLICIES FOR WORKPLACE STANDARDSAND PRACTICES. Work Hours and Pay. Workplace Health and Safety. Work Practices and Environment. Information and Communication. Standards of Conduct. CLARIFYING END OF EMPLOYMENT POLICIES. Ending Employment. Resources. Appendix A. List of Legally Required Policies. Appendix B. State by State Provisions for Selected Policies. Appendix C. Sample Forms Employee Acknowledgement Written WarningDocument Job Description Position Description Form PerformanceEvaluation Form. Appendix D. The Management Center Human Resources Assistance.

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Book SynopsisSponsored by CompassPoint Nonprofit Services, formerly known as theSupport Center for Nonprofit Management/ Nonprofit DevelopmentCenter Nothing can be more important to an organization''s health andsuccess than the quality of its financial reporting. Thiscomprehensive guide is for all nonprofits that are required tocomply with financial reporting standards set by the IRS andthirty-five state charity regulators (Form 990), FASB and AICPA(GAAP), grantmakers, and the like. It shows how to unify financialreporting requirements without compromising the organization''saccuracy and accountability.Trade Review"Provide[s] management with a wide variety of information that wasnot previously available" --Dennis F. Dycus, director, Office ofthe Comptroller of the Treasury, Division of Municipal Audit, Stateof Tennessee "In playing chess, the move that accomplishes several purposes isthe strongest. This book does exactly that for nonprofits. It givescomputer technology the ability to produce reports for funders,budget managers, governmental regulators, and taxing authorities,all from one set of financial data, input only once." --CharlesKirkland, former chair, AICPA Not-for-Profit OrganizationsCommittee, and founder, Kirkland, Eckels & Co "Well-defined, relevant, and reliable guidelines that shouldenhance the quality and credibility of financial reports." --KevinA. Kavanaugh, vice president, financial services, American DiabetesAssociation "Helps to simplify and align the federal/state record keeping andreporting." --James J. Caputo Sr., consultant, and chair, theGreater Washington Society of CPA's Not-For-Profit-OrganizationsCommittee "As we move into the age of nonprofit financial transparency andinstant Web access to reporting documents. . . .it is imperativethat nonprofit practitioners, accountants, and lawyers understandand implement the concepts embodied in this guide." --Arthur W.Schmidt, Jr., president, Philanthropic Research, Inc., andpublisher of the GuideStar Web siteTable of ContentsFigures,Tables,Exhibits,and Worksheet. Foreword. Acknowledgments. The Authors. Technical Advisory Group. Participating Organizations. Introduction. PART 1: INTRODUCTION, OVERVIEW, AND PERSPECTIVE. 1 What Is a Not-for-Profit Organization? 2 America s Not-for-Profit Sector. 3 The Pivotal Role of IRS Form 990 in Financial Reporting. 4 Information Technology and Financial Reporting. PART 2: KEY BUILDING BLOCKS OF A UNIFIED FINANCIALREPORTINGSYSTEM. 5 Unified Chart of Accounts. 6 Activity-Level Accounting and Reporting forRevenue andExpenses. 7 Functionalized Trial Balance Report. 8 Allocation of Expenses. 9 Staff Time Recording and Reporting. PART 3: UNIFIED INTERNAL AND EXTERNAL FINANCIALREPORTS ALIGNED WITHFORM. 10 Financial Reports:Overview. 11 GAAP Financial Statements. 12 IRS Form 990 Financial Statements. 13 Uniform Government Grant Reports. 14 Corporate and Foundation Grant Budgeting and Reporting. 15 Reporting to United Ways and Other Grant Makers. 16 Financial Reporting for Internal Management Purposes. Conclusion. RESOURCESA IRS Form 990 and Schedule A for 1999. B Content of Unified Chart of Accounts by Account Number. C Cross-Referencing Your Not-for-Profit Organization s ChartofAccounts to the Unified Chart of Accounts:Cross-Reference Worksheetand Keyword Index. D Examples of Employee Time Sheets. E Summary of State Registration and Filing RequirementsforNot-for-Profit Organizations. F National Taxonomy of Exempt Entities:Activity Codes. G Voluntary Standard-Setting and Evaluation GroupsforNot-for-Profit Organizations. H A Brief History of Financial Accounting andReporting Standardsfor Not-for-Profit Organizations. I Accountability for Service Efforts and Accomplishments. J Selected Form 990 and Management andTechnical Assistance WebSites. Notes. Bibliography. Index.

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Book SynopsisThis workbook examines the preparation phase of a capital campaign, isolating the exact steps that must be taken before the launch. It includes resources for the organization embarking upon a capital campaign and shows how to break down the preparation stage into manageable, practical steps.Trade Review"Marilyn Bancel has written a highly accessible, readable guide toa very complex process, which is no mean feat. Even if you havebeen through a capital campaign before and think you're ready-andespecially if you're new to the capital campaign process-read it!Preparing Your Capital Campaign provides valuable insights andpractical planning tools that will bolster your capacity to take ona campaign's challenge." (Clara Miller, president, NonprofitFinance Fund) "This handy guide is chock full of useful information ready-madefor immediate application. I will heartily recommAnd it to all myclients as a valuable resource that will expedite their learningcurve." (Leo P. Arnoult, president, Arnoult & Associates Inc.,board member, the American Association of Fund-Raising Counsel, andsecretary, AAFRC's Trust for Philanthropy) "A boon to anyone considering a capital campaign. Bancel expertlytransforms a complicated process into an easy-to-understandstep-by-step model for success. The reader is gently but firmlyguided to look deeply into the organization's strengths,weaknesses, and overall readiness for the exciting challenges ofplanning a capital campaign." (Barbara Burgess, executive director,MidPeninsula HomeCare and Hospice Services, Mountain View,California)Table of ContentsPreface. The Author. Introduction: Why Take the Time to Prepare? 1. Understanding the Capital Campaign What Is a Capital Campaign?Forms of Capital Campaigns Examples of Capital Projects The Stagesof a Campaign Do You Really Need a Capital Campaign? When ShouldYour Organization Undertake a Capital Campaign? What's in a Goal?Does Your Organization Cope Well with Risk? 2. Getting the Organization Ready Telling Your Story Putting StrongVolunteer Leadership in Place Evaluating Your Donor and ProspectBase Understanding the Role of Long-Range Planning GettingProfessional Support in Place Establishing Effective CommunicationsChannels Establishing Visibility Paying for Building YourOrganization's Capacity. 3. Launching the Project Testing for Project Readiness Developing aRationale for the Project Getting Buy-In and Commitment fromInternal Constituencies Getting Ready for a Bricks-and-MortarProject What Costs Will We Encounter and When? Obtaining Up-FrontPlanning Costs Answering Important Questions Understanding the Roleof In-Kind Donations. 4. Conducting a Feasibility Study What Is a Feasibility Study? DoYou Need a Study? What You Can Learn from a Study How to Get Readyfor a Feasibility Study How to Time the Study How to Find the RightConsultant Cost of a Feasibility Study Risks of Not Undertaking aStudy Alternatives to a Feasibility Study. 5. Building the Campaign Framework Responding to the Results of theFeasibility Study Deciding Next Steps Setting a Campaign GoalPreparing the Case Statement Testing for Leadership Using the Testto Prepare for Volunteer Training Thanking and AcknowledgingParticipants. 6. Raising Early Funding Determine Early Funding Needs Option One:Campaign for a Seed Fund Option Two: Build a Campaign Chest OptionThree: Establish a Loan Fund Option Four: Establish a CombinationLeadership Fund and Loan Fund Option Five: Use Public Bond Fundsor? Tax-Exempt? Financing Option Six: Use Private Bond Funds OptionSeven: Get Creative. 7. Looking Ahead Resources Top Ten Reasons Campaigns FailEstimating the Costs of Fund Raising Sample Expenses for aThree-Year $3 Million Capital Campaign Organizations ReferencesUseful Publications.

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Book SynopsisA hands-on workbook to guide you through a revolutionary approach to mission-based strategic planning! In Ten Steps to Fundraising Success, two of the country''s leading fundraising experts Mal Warwick and Stephen Hitchcock show you how to implement a fundraising strategy that goes beyond simply raising money to meet your organization''s financial requirements. Step-by-step, Warwick and Hitchcock show you how to develop a mission-driven fundraising strategy that is based on Warwick''s highly successful Five Strategies approach. The workbook and CD-ROM -- which can be used independently or in conjunction with The Five Strategies for Fundraising Success -- offer you the additional advantages of electing and crafting your own strategic plans right on the page, and analyzing the results.Trade Review"Fundraising success comes when you pick one fundraising strategy and pursue it with single-minded determination." (New Directions in Philanthropy, 1/02)Table of ContentsFigure, Tables, and Exercises. Acknowledgments. About the Authors. Introduction: Before You Take Your First Step. Step One: Assess Your Organization's Current Fundraising Efforts. Step Two: Assess the Fundraising Strengths and Weaknesses of Your Board Members and Staff. Step Three: Assemble the Team to Select the Best Fundraising Strategy. Step Four: Weigh the Costs and Benefits of the Five Strategies for Fundraising Success. Step Five: Choose the Fundraising Strategy That's Right for Your Organization's Mission. Step Six: Set Fundraising Goals That Support Your Fundraising Strategy. Step Seven: Turn Fundraising Goals into Achievable Objectives. Step Eight: Choose the Right Tactics for Your Fundraising Strategy and Goals. Step Nine: Create a Master Calendar and Keep on Track. Step Ten: Measure Your Organization's Progress. Glossary of Key Terms. How to Use the CD-ROM.

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Book SynopsisWritten by experts in the field of fundraising and board development, this title shows that board members (no matter the level of experience) can learn to raise funds. It also provides effective tips to the more experienced fundraisers. It also outlines the concepts that can empower you to ask for money effectively and fearlessly.Trade Review"There are many fine books on fundraising, but few delineate the board member's role with such clarity." (Stage Directions, 12/1/2004) "The book is a user-friendly soft-cover workbook providing information on how to more effectively raise money." (Contra Costa Times, 4/2/2004)Table of ContentsAbout the Authors. Introduction. 1. What Every Board Member Needs to Know to Start Fundraising. The Five Responsibilities of a Nonprofit Board. Specific Board Fundraising Responsibilities. A Healthy Board. Advisory Boards. Campaigns. 2. Fundraising Rules Underlying Successful Appeals. Programming Determines Funding. Getting People to Ask. People Love to Give Away Money. People Give Money to People. Fundraising from the Perspective of the Donor, Not the Applicant. People Give to Strength, Not Crisis. Specificity is Next to Godliness. Successful Fundraising Depends on Careful Record Keeping. Ten Percent of the People Give 90 Percent of the Money. Donors’ Gifts Must Be Recognized Immediately. Good Fundraising is Opportunistic. 3. The Board’s Role in Specific Fundraising Activities. Individual Contributions. Contributions from Businesses. Grants. 4. Effective Board Recruitment. Whom to Recruit. How to Recruit. 5. Primed for Fundraising. Creating a Development Plan. What the Board Needs to Understand About Fundraising Staff. What Development Staff Can and Cannot Do. Specific Fundraising Roles. Fundraising Costs. Working with Consultants. Evaluating Your Fundraising Effort. Conclusion. Resource A: Major Donor Solicitation: Asking for the Gift. Resource B: Major Donor Solicitation Scripts. Index.

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Book SynopsisThis best-selling nuts-and-bolts workbook, now in its second edition, has become the gold standard for nonprofit managers and boards who must work through the budget cycle. The book offers practical tools and guidance for completing each step of the budgeting process.Table of ContentsPreface xix Acknowledgments to the First Edition xxiii Acknowledgments to the Second Edition xxv The Authors xxvii Introduction: How to Use This Book xxix Part One Understanding Budgeting Basics 1 1 Why Budgets and Budgeting Are Important to Nonprofits 3 A The Importance of Budgets and Budgeting 4 B The Basic Characteristics of Budgeting 5 2 Understanding Basic Types of Nonprofit Budgets: Overview 6 A Organization-Wide Operating Budgets 6 B Operating Budgets for Individual Programs, Units, or Activities 7 C Capital Budgets 8 D Cash Flow Budgets (Cash Flow Forecasts) 8 E Opportunity Budgets 9 F Zero-Based Budgets 10 3 Key Board and Staff Roles and Responsibilities in Nonprofit Budgeting 12 A The Board’s Role 12 B Executive Director’s, President’s, or CEO’s Role 14 C Chief Financial Officer’s Role 14 D Program, Unit, or Activity Manager’s Role 15 E Department Manager’s Role 16 F Other Possible Participants 16 4 Establishing Budget Guidelines, Priorities, and Goals 17 A Establishing Guidelines 17 B Identifying Priorities 18 C Setting Organization-Wide Goals 18 D Setting Individual Program and Unit Goals 20 5 How Different Sources and Types of Income Can Affect Budgeting 21 A Unrestricted Funds 21 B Contract or Grant Agreement Funds 21 C Restricted Contributions 22 D Income from Trade or Business Activities 22 E Asset-Generated Income 23 F Cash and Noncash Contributions, Including Pledges 23 G Funds Requiring a Cash or In-Kind Match 23 6 Strategies for Developing Organization-Wide Operating Budgets 25 A Strategy 1: Set Annual Organization Outcome Goals from the Top Down 26 B Strategy 2: Set Annual Income and Expense Targets from the Top Down 28 C Strategy 3: Request Draft Budgets That Show Priorities from Program or Unit Heads 28 D Strategy 4: Use Zero-Based Budgeting 30 1 Possible Problems with ZBB 31 2 Benefits of ZBB 31 Part Two Step-By-Step Budgeting Guidelines 33 7 Start with the Budget-Building Checklist 35 8 Designing Your Budgeting Policies and Procedures 38 A Basic Budgeting Policies and Procedures 38 B Basic Income Projection Policies and Procedures 38 C Basic Expense Projection Policies and Procedures 39 D Basic Cash Flow Projection Policies and Procedures 40 E Policies Establishing the Fiscal Year 40 F Other Needed Policies and Procedures 40 G Checklist for Information to Include in Written Policies 41 H Final Review and Integration 42 9 Creating Your Budgeting Calendar 43 A Five Steps for Developing the Budgeting Calendar 43 B Instructions for Creating an Annual Budgeting Calendar 45 10 Orienting Program and Department Managers and Staff to Budgeting 48 A Budget Team Meeting 48 B Practical Considerations When Planning Budget Team Meetings 49 11 Contents of the Annual Budget Preparation Package 51 12 Developing Organization-Wide Operating Budgets 55 A Five Steps to Prepare for the Annual Budgeting Process 55 B Five Steps to Create Annual Budgets 56 13 Developing Operating Budgets for Individual Programs, Units, or Activities 58 A Planning for Program or Unit Budget Development 58 B Basic Steps in Creating a Program or Unit Budget 60 C Setting Two Kinds of Program or Unit Goals 60 D Preparing a Program or Unit Workplan 61 E Identifying the People and Things Needed to Implement a Workplan 62 F Identifying Personnel Costs 63 G Identifying “Other Than Personnel” Cost Categories 64 H Identifying Specific Line-Item Costs 65 I Providing Budget Justification or Cost Documentation 65 J Matching and In-Kind Contributions 66 K Distributing Copies of Final Program or Unit Budgets 66 14 Major Components of Operating Budgets 68 A Projected Income 68 B Projected Expense Categories and Subcategories 68 C Projected Expenses by Line Item 69 D Budget Narrative or Justification 69 15 Estimating Income and Expenses 70 A Estimating Future Income 70 1 Making Needed Annual Policy Decisions 70 2 Projecting Various Kinds of Income 74 B Estimating Expenses 75 1 Annual Policy Decisions 75 2 Projecting Salaries and Wages 75 3 Projecting Fringe Benefits 76 4 Projecting Other Operating Costs 77 C Summarizing Proposed Changes in Draft Budgets 78 D Budget Highlights 79 16 Allocating Administrative, Overhead, and Shared Costs 81 A Allocation Methods 82 B Worksheet for Allocating Costs 83 17 Revising Draft Operating Budgets 86 A Updating Fiscal Projections 86 B Trimming Draft Budgets 87 C When More and Deeper Cuts Are Needed 88 D Avoiding Potential Budget-Cutting Problems 89 18 Zero-Based Budgeting (ZBB) 90 A Overview 91 B Five Basic Questions 92 C Information Provided by the Program 93 D Potential Demand 94 E Break-Even Analysis 94 F Decision Time 96 G Getting Started with ZBB 97 19 Capital Budgeting 98 A Strategic Fit 99 B Viability 100 C Return on Investment 100 D Financing 101 1 Mortgages and Loans 102 2 Lines of Credit 103 3 Leases 103 4 A Note on Bond Financing 104 E Two Types of Capital Projects 104 F Cash Flow Budgeting or Forecasting 106 G Final Considerations 106 20 Presenting Your Annual Budget Proposal to the Board 107 A Letter of Transmittal 107 B Total, Organization-Wide Budget Summary 109 C Program, Unit, or Activity Budget Summaries 109 D Detailed, Organization-Wide, Line-Item Expense Budget 109 E Individual Program or Unit Budgets 112 F Other Useful Information 112 21 Board Review, Revision, and Approval of the Final Budget 113 22 Cash Flow Reporting, Forecasting, and Management 117 A Fundamentals of Cash Flow Forecasting 118 B Cash-Basis Accounting for Cash Inflows 118 C Cash-Basis Accounting for Cash Outflows 119 D Cash Flow Forecasting Based on the Operating Budget 120 1 Reviewing the Operating Budget 120 2 Adjusting the Operating Budget to Create the Cash Flow Forecast 121 E Reviewing and Approving the Cash Flow Forecast 122 F Short-Term Cash Flow Forecasting 122 G Periodically Reviewing the Cash Flow Forecast 123 H Corrective Actions for Forecast Cash Shortages 124 I Cash Flow Reporting, Monitoring, and Analysis 125 23 Monitoring and Modifying Approved Budgets 127 A Regular, Timely Financial Reporting and Monitoring 127 B Planning and Taking Corrective Action 128 C Modifying Budgets 128 1 Reasons for Modifying an Approved Budget 129 2 Creating Written Budget Modification Policies and Procedures 129 D Cash Flow Projections and Planning 131 1 Causes of Cash Flow Problems 131 2 Using Monthly Projections for Planning 132 3 Addressing Cash Shortfalls 133 4 Some Possible Drawbacks 133 24 Conclusion 134 Part Three Practical Budgeting Resources 137 Resource A: Master Worksheet for Creating a Program or Unit Workplan 139 Resource B:Worksheets with Sample Budget Formats 144 Resource C: Examples of Financial Reports for Analyzing and Monitoring Income and Expenses 154 Resource D: Tools for Analyzing Financial Reports and Planning Corrective Action 166 Resource E: Example of a Detailed Organization-Wide Expense Budget 177 Resource F: Additional Useful Checklists and Examples 188 Resource G: Tools on the Accompanying CD 195 How to Use the CD 199

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Book SynopsisExplore the personality traits, values, and characteristics to look for in volunteers! Volunteerism Marketing: New Vistas for Nonprofit and Public Sector Management is an excellent research tool for volunteer organizers, academic researchers and reference librarians in the disciplines of business, education administration, health care, psychology, public administration, and sociology. This book will give you a better understanding of what kind of people to look for when seeking volunteers in hospitals, hospices, for organ donation, and for public education. Through studies and tests such as the Myers-Briggs Type Indicator, this book explores the personality traits and characteristics of volunteers in various fields. In Volunteerism Marketing, you will discover the characteristics that separate volunteers from non volunteers and the segmented characteristics of volunteers for differing venues. This information will assist you in attracting, training, and retaining the right volunteerTable of ContentsContents Foreword Understanding Volunteer Markets: The Case of Senior Volunteers Segmenting Subgroups of Volunteers For Target Marketing: Differentiating Traditional Hospice Volunteers From Other Volunteers Hospital Volunteers As Customers: Understanding Their Motives, How They Differ From Other Volunteers, And Correlates of Volunteer Intensity Encouraging Human Organ Donation: Altruism versus Financial Incentives Volunteerism Among Non-Clients As Marketing Exchange Major Research Studies: An Annotated Bibliography of Marketing To Volunteers Index Reference Notes Included

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Book SynopsisNonprofit corporations, cooperatives, and credit unions constitute an alternative avenue of hope and action for communities that have come up short in the normal operation of the market economy. These organizations comprise the third sector, which...Trade Review"Perhaps the greatest achievement of Christopher Gunn's Third-Sector Development is to take seriously the economic contribution and potential of the independent sector. Not only does he remind us that we are talking about 10 percent of the current economy but he proceeds to sketch the dimensions of the sector's qualitative contributions. In a series of penetrating case studies accompanied by hardheaded analysis, he gives color and depth to arguably the most creative undertakings in today's economy. If indeed mainstream private-sector growth seems increasingly unable to solve social deficits (and may, in fact, be exacerbating them) while public-sector efforts shrink in the face of yawning economic deficits, we would be well advised to look more carefully to where Gunn points: the socio-frontier of third-sector development."-Robert Friedman, Chair, Corporation for Enterprise Development "Christopher Gunn illuminates one of the hidden recesses of our nation's vast nonprofit subcontinent and uncovers a mother lode of innovative organizations effectively mobilizing nonmarket impulses to offset some of the structural shortcomings of our market system. The result is a fascinating account of how third-sector organizations bring hope and progress to those left behind in the march of globalization."-Lester M. Salamon, Director, Johns Hopkins Center for Civil Society Studies and author of The Resilient Sector: The State of Nonprofit America "Christopher Gunn's Third-Sector Development highlights an engine for prosperity long overlooked by economists inside and outside of government. Gunn meticulously describes the contours, mission, and evolution of the nation's nonprofits and cooperatives-which together make up the fastest-growing sector in the economy-and then provides two dozen engaging case studies. Rich in data, stories, and insight, Third-Sector Development should be in the hands of the nation's expanding army of do-gooders as proof of the claim that they are the real foundation for America's economic future."-Michael H. Shuman, author of Going Local: Creating Self-Reliant Communities in a Global Age

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Book SynopsisThe first in-depth look at working life inside a major human rights organization.Trade ReviewHopgood has done the organization, the global human rights movement, and other stakeholders and important service by getting inside Amnesty and revealing its internal culture. For movement insiders, Hopgood's book provides... insight into what holds the movement together as well as what tends to divide it. For outsiders, his book offers a penetrating portrait of an improbably but indispensable organization. * Human Rights Quarterly *Hopgood spent a year in Amnesty's International London headquarters, the International Secretariat, interviewing staff and researching the inevitable bureaucratic and philosophical challenges facing the well-known humanitarian organization. This is an interesting, ambitious, and lucid critique of the International Secretariat. * Choice *Hopgood's unique study of Amnesty International is a welcome contribution from a political scientist with anthropological instincts, and it is likely to become a classic in the field. Hopgood immersed himself for over a year in Amnesty's culture, rituals, and politics, and then interpreted this data with insights from Emile Durkheim and Pierre Bourdieu. He writes clearly and well, and his interpretations should appeal to students of transnational organizing, human rights, and international affairs, broadly conceived.... For students of international organizations, one of the book's most intriguing elements is the author's representation of the Amnesty employee experience.... As Hopgood's book makes abundantly clear, it is devilishly difficult to build a representative, transnational movement for justice, even with the best of intentions. * Perspectives on Politics *Table of ContentsPreface and Acknowledgments1 Between Two Worlds 2 Shadows and Doors 3 Lighting the Candle 4 Telling the Truth about Suffering 5 Politics and Democratic Authority 6 Being and Doing 7 The Inheritors 8 Amnesty in PracticeAbbreviations Notes Bibliography Index

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Book SynopsisNonprofit corporations, cooperatives, and credit unions constitute an alternative avenue of hope and action for communities that have come up short in the normal operation of the market economy. These organizations comprise the third sector, which...Trade Review"Christopher Gunn illuminates one of the hidden recesses of our nation's vast nonprofit subcontinent and uncovers a mother lode of innovative organizations effectively mobilizing nonmarket impulses to offset some of the structural shortcomings of our market system. The result is a fascinating account of how third-sector organizations bring hope and progress to those left behind in the march of globalization." -- Lester M. Salamon, Director, Johns Hopkins Center for Civil Society Studies and author of The Resilient Sector: The State of Nonprofit America"Christopher Gunn's Third-Sector Development highlights an engine for prosperity long overlooked by economists inside and outside of government. Gunn meticulously describes the contours, mission, and evolution of the nation's nonprofits and cooperatives—which together make up the fastest-growing sector in the economy—and then provides two dozen engaging case studies. Rich in data, stories, and insight, Third-Sector Development should be in the hands of the nation's expanding army of do-gooders as proof of the claim that they are the real foundation for America's economic future." -- Michael H. Shuman, author of Going Local: Creating Self-Reliant Communities in a Global Age"Perhaps the greatest achievement of Christopher Gunn's Third-Sector Development is to take seriously the economic contribution and potential of the independent sector. Not only does he remind us that we are talking about 10 percent of the current economy but he proceeds to sketch the dimensions of the sector's qualitative contributions. In a series of penetrating case studies accompanied by hardheaded analysis, he gives color and depth to arguably the most creative undertakings in today's economy. If indeed mainstream private-sector growth seems increasingly unable to solve social deficits (and may, in fact, be exacerbating them) while public-sector efforts shrink in the face of yawning economic deficits, we would be well advised to look more carefully to where Gunn points: the socio-frontier of third-sector development." -- Robert Friedman, Chair, Corporation for Enterprise Development

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Book SynopsisThe Real Problem Solvers brings together leading thinkers and doers who work in the sphere of social entrepreneurship to provide an introduction to the evolving landscape of this field.Trade Review"In the past ten years, a rich ecosystem has developed around the idea, energy, and success of social entrepreneurs. With years of experience, Ruth Shapiro captures the complexity and complementarity of the men and women whose innovation and drive are changing the way we solve social problems and should be required reading for all." -- Bill Draper * Co-Chair of the Draper, Richards, Kaplan Foundation, General Partner, Draper Richards LLC, and author of The Start-up Game *"The term social entrepreneur has become common parlance, but there is little consensus on what it really means. This important book provides us with a clear conception of social entrepreneurship and the nuanced thinking of key leaders. The breadth and depth of the field are captured in one enjoyable and provocative read." -- Melissa Berman, President and CEO * Rockefeller Philanthropic Advisors *"A wonderful introduction to social entrepreneurship in the United States and the growing ecosystem of organizations committed to supporting it. Ruth Shapiro frames this book with an engaging and insightful account of the critical influences that have spurred social entrepreneurs to take on some of our society's most challenging problems. Regardless of the problems that these pragmatic visionaries seek to address, this book shows that their magic lies in combining innovation, resourcefulness, and opportunity—with an unwillingness to give into setbacks." -- Pamela Hartigan, Director, Skoll Centre for Social Entrepreneurship"Good leaders inspire, motivate, and create alliances toward attaining lofty goals. This book is full of such people and their stories. A worthwhile read indeed!" -- Henry R. Kravis, Co-Chief Executive Officer, Kohlberg * Kravis and Roberts *"Ingenuity, initiative, and determination are valued traits in any enterprise. Social entrepreneurs apply these talents to solving difficult social problems. This book showcases a number of these commendable people and inspires the reader to think deeply about his or her own contributions to society." -- George P. Shultz * Former US Secretary of State *"In this treasure chest of a book, Ruth Shapiro deftly presents and weaves together perspectives from leading thinkers and practitioners in social entrepreneurship. By engaging them in conversations and offering her own well-grounded insights, she deeply enriches our understanding of this important and evolving field." -- Professor J. Gregory Dees, Center for the Advancement of Social Entrepreneurship"The Real Problem Solvers provides singular insight into the aspirations, challenges, and opportunities of those who are at the front of the social entrepreneurial movement. This is a must-read for the leaders in organizations that seek societal impact at the 'blurred edge' between the non-profit and for-profit worlds." -- Dominic Barton, Global Managing Partner * McKinsey & Company *"This book is an exhilarating read because of the people and ideas that it illuminates. There are real compelling, proven, and daring ideas here that the rest of us would be wise to embrace." -- Trabian Shorters, Vice President of Communities * John S. and James L. Knight Foundation *

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Book SynopsisMore than Money provides innovators and entrepreneurs with strategies for eradicating poverty in developed and developing countries. Author Paul Godfrey shows how five types of interrelated capital—institutional, human, social, organizational, and physical—can be harnessed to create not just economic value, but also social wellbeing.Trade Review"More than Money provides the readers with one of the most complete lists of the ideas, incentives, and leadership skills needed to enhance personal and social flourishing. Putting them into practice will help eliminate poverty one person at a time." -- Alejandro Chafuen * FORBES *"A fascinating exploration into the definition of self-reliance and capital as they relate to and influence poverty. Godfrey's argument on the multi-faceted nature of poverty provides thought-provoking considerations for philanthropists and social innovators who seek systemic poverty elimination." -- Jessamyn Lau, Program Leader * Peery Foundation *"We can't change the world if we don't first understand it. Godfrey strikes a keen balance between acknowledging the complexity of poverty while pointing to thoughtful solutions. This book is essential reading for those who want their results to be as good as their intentions." -- Joseph Grenny * co-author of Influencer and Crucial Conversations *"Although others have added social capital to the discussion of poverty, Paul Godfrey's innovative five-fold treatment goes well beyond existing theories to provide a remarkably well-grounded framework for future work. This is a highly effective analytical tool for addressing problems of poverty and development. More than Money expands the realm of the discussion beyond mere symptoms by effectively focusing on the dynamic root causes of poverty." -- Wade Channell, Senior Legal Reform Advisor * U.S. Agency for International Development *

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Book SynopsisMore than Money provides innovators and entrepreneurs with strategies for eradicating poverty in developed and developing countries. Author Paul Godfrey shows how five types of interrelated capital—institutional, human, social, organizational, and physical—can be harnessed to create not just economic value, but also social wellbeing.Trade Review"More than Money provides the readers with one of the most complete lists of the ideas, incentives, and leadership skills needed to enhance personal and social flourishing. Putting them into practice will help eliminate poverty one person at a time." -- Alejandro Chafuen * FORBES *"A fascinating exploration into the definition of self-reliance and capital as they relate to and influence poverty. Godfrey's argument on the multi-faceted nature of poverty provides thought-provoking considerations for philanthropists and social innovators who seek systemic poverty elimination." -- Jessamyn Lau, Program Leader * Peery Foundation *"We can't change the world if we don't first understand it. Godfrey strikes a keen balance between acknowledging the complexity of poverty while pointing to thoughtful solutions. This book is essential reading for those who want their results to be as good as their intentions." -- Joseph Grenny * co-author of Influencer and Crucial Conversations *"Although others have added social capital to the discussion of poverty, Paul Godfrey's innovative five-fold treatment goes well beyond existing theories to provide a remarkably well-grounded framework for future work. This is a highly effective analytical tool for addressing problems of poverty and development. More than Money expands the realm of the discussion beyond mere symptoms by effectively focusing on the dynamic root causes of poverty." -- Wade Channell, Senior Legal Reform Advisor * U.S. Agency for International Development *

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Book SynopsisFrom Social Movement to Moral Market tells the story of the Circuit Riders, a group of activists who helped nonprofit organizations to cross the digital divide, as a way of examining how grassroots movements lay the groundwork for the formation of new markets.Trade Review"McInerney presents a rich qualitative case study that follows the emergence of a market for non-profit technology consulting services . . . This book is written for a sociological audience, for which it builds a valuable theoretical bridge between political and economic sociology by adopting the lens of contemporary social movement theory to explore activists' role in shaping new market opportunities . . . McInerney's account provides a number of novel insights that should prove inspirational to scholars approaching this subject from diverse disciplines."—Mary-Hunter McDonnell, Administrative Science Quarterly"From Social Movement to Moral Market opens the black box of how social movements shape and are shaped by economic institutions . . . The book is a timely addition to current scholarship at the intersection of organizations and social movements that examines important questions about how social values are infused into and alter markets . . .There is much to love about this book. In particular, it is a compelling and rich narrative about the emergence of social enterprise from a social movement and it raises a number of questions that can be an impetus to further research . . . Academic researchers interested in the dynamic relationship between movements and markets will no doubt find this book valuable."—Shon Hiatt and Jake Grandy, Organization Studies"From Social Movement to Moral Market offers a great analysis of how values shape economic institutions, looking at what happens to a market when movement activists enter and try to change it. A strong contribution to the vibrant field of economic sociology."—Fabio Rojas, Indiana University and author of From Black Power to Black Studies: How a Radical Social Movement Became an Academic Discipline"This is an exceptionally engaging account of how the visible hands of activists power the creation of markets. It suggests that the very success of activists in imbuing markets with their values also presages their demise and, thereby, presents an important lesson for all economic sociologists."—Hayagreeva Rao, Atholl McBean Professor of Organizational Behavior and Human Resources, Graduate School of Business, Stanford University"Paul-Brian McInerney demonstrates how market activists resolve the tensions between the demands of the market and the values and morals that give meaning and authenticity to their work. This highly original book serves as a valuable bridge between social movement theory, economic sociology, and technology studies."—Brayden King, Kellogg School of Management, Northwestern UniversityTable of Contents From Social Movement to Moral Market: How the Circuit Riders Sparked an IT Revolution and Created a Technology Market Author(s): Paul-Brian McInerney What happens when social movement ideals meet market principles? Based on a three-year ethnography of a technology movement, this book shows how social movements make and shape markets. To illustrate how movements shape markets this book tells the story of the "Circuit Riders," a group of social justice activists dedicated to sparking a technology revolution among grassroots and nonprofit organizations. The movement enrolled and mobilized many activists, growing 10,000 strong in just a few years. But market forces soon derailed the revolution. With the support of multinational corporations, a new organization recognized a nascent market in the wake of the Circuit Rider movement. Called NPower, this social enterprise combined social values, like helping nonprofit organizations and market practices, like charging fees for service and developing complex performance metrics. NPower experienced nearly instant success tapping foundation funding and corporate support to forge a market for technology services in the nonprofit sector. Even in decline, the Circuit Riders continued to shape the market they inadvertently created. By mobilizing open source technologies and offering low-cost technology to those in need, the Circuit Riders became a necessary check on otherwise unfettered market forces. 1 The Circuit Rider Mounts: Establishing Worth and the Birth of a Social Movement Chapter abstract: This chapter discusses the inauspicious roots of the Circuit Rider movement, explaining how early adherents mobilized others by convincing them of the worth of information technology in the nonprofit sector. Mobilization was accomplished through the development and articulation of accounts, i.e., stories about the role of information technology for social change and how to deliver it to nonprofit and grassroots organizations. The movement grew as the Circuit Rider model became established as the movement began to develop a collective identity to mobilize new adherents. As the movement grew, the collective identity expanded to include new actors, who did not meet the original criteria for Circuit Riders. This created a collective identity problem for them as they attempted to balance the need to grow with the need to maintain an authentic definition of their movement. This chapter shows how social movements' appeals to idealism enable mobilization while constraining future movement activities. 2 Organizing for Change: Conferences, Meetings, and the Configuration of Fields Chapter abstract: This chapter discusses the growth of the movement and how decisions about how to organize and construct a collective identity produced unintended consequences that would change the movement's direction dramatically. To spread their accounts of Circuit Riding, leaders put together two sets of meetings: the Riders Roundups, which were designed to articulate a collective identity for the movement in order to enroll new members, and the National Strategy for Nonprofit Technology, which targeted foundations and was intended to secure resources for the movement's growth as well as to institutionalize Circuit Riding. The two sets of meetings highlight a tension in the development of organizational fields between forces of stabilization and those of change. However, their organizing strategy created opportunities for a challenger to gain foothold in the field and led to the conventionalization of a set of practices different from those espoused by the Circuit Riders. 3 Institutional Entrepreneurs Build a Bridge: Connecting Movements and Markets through Social Enterprise Chapter abstract: This chapter describes the rise of a challenger organization, called NPower, that took advantage of transformations in the Circuit Rider social movement to rise in prominence. NPower combined some of the Circuit Riders' social values with market values of technology entrepreneurs into a hybrid organizational form: the social enterprise. The result attracted funding from for-profit companies such as Microsoft as well as other large for-profit technology firms. Materially, these resources allowed NPower to grow rapidly and eventually gain national prominence. Symbolically, the support of for-profit firms provided a different basis for moral legitimacy in the nonprofit technology assistance field, moving the account of worth away from the larger social good and into more narrowly defined economic goods, such as efficiency gains. 4 Walking the Values Tightrope: The Moral Ambivalence of Social Enterprise Chapter abstract: This chapter explains how NPower worked to institutionalize their entrepreneurial approach to nonprofit technology by expanding and replicating their model nationally. This chapter illustrates how organizations translate existing models to local environments while maintaining enough similarity to the original as to be recognizable as such. Here, I present data from a longitudinal organizational ethnography at the NPower office in New York, the first and arguably most successful affiliate of the NPower national expansion. This chapter explains moral ambivalence, the tension created by the entrepreneurial strategy of combining social and economic values. Moral ambivalence forces hybrid organizations, like social enterprises, to appeal to multiple stakeholders simultaneously expanding moral legitimacy. However, such a strategy also makes the organization vulnerable to moral legitimacy challenges from other actors, in this case members of the Circuit Rider movement. 5 The Circuit Riders Respond: Conventions of Coordination as Movements React to Markets Chapter abstract: This chapter shows how competition among groups shapes moral markets. It explains how the Circuit Riders engaged with the new dominant actor in nonprofit technology assistance, NPower. Through successive interactions, new conventions of coordination reduced the uncertainty of interacting in the nonprofit technology assistance market. In response to NPower's growing dominance, some in the Circuit Rider movement mobilized around an alternative platform, free/open source software. The strategy was an attempt to reassert the founding values of the Circuit Rider movement as articulated in technology. Ultimately, the Circuit Riders had limited success in splitting the technology services market. This chapter illustrates how, once institutionalized, organizational forms and practices like social enterprise are difficult to challenge, but also how social movements can create alternative niches for consumers who share their social values. 6 Patterns Worth Noting: Markets Out of Movements Chapter abstract: This chapter draws conclusions about the relationship between social movements and markets, while exploring the practical consequences of the Circuit Riders and nonprofit technology assistance organizations. Theoretically, this chapter explains the process by which accounts become conventions, or soft institutions. In the soft institutions stage, conventions are more easily challenged by alternative accounts. The result is contention in organizational fields over the "rules of the game." Such contention is resolved when actors in the field accept a set of "rules" as appropriate. For moral markets, the "rules of the game" or institutions, are developed through these processes of contention. This chapter outlines how contention over institutions, especially battles over moral legitimacy, imbues markets with moral codes as well as rules of social action. Practically, this chapter demonstrates the positive and negative outcomes of the transformation of the Circuit Riders into a market for technology assistance in the nonprofit sector. Introduction Chapter abstract: This chapter explains how social movements can create moral markets out of their activities and the ambivalence that arises out of such outcomes. When social movements create and shape markets, they attempt to imbue such markets with social values they consider important, such as environmentalism or social justice. But which values eventually take hold? And how? This chapter addresses these questions by explaining three important actions in the creation of markets and movements alike. Establishing worth entails getting actors to recognize the value of one's endeavors. Organizing creates stable relationships and meanings and channels the efforts of others toward achieving collective goals. Coordination is about figuring out appropriate modes of orientation toward other actors.

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Book SynopsisTrade Review"This book is a highly practical account, based on deep insights, of how to address one of the biggest business and humanitarian issues—and opportunities—of our age: serving the needs of the base of the pyramid. One of the most convincing accounts yet of the role BoP enterprises play in poverty alleviation." -- Paul Polman, CEO * Unilever *"Ted's vision combines clear thinking, refreshing humility, and a roadmap for audacious individuals who are ready to take on some of the world's toughest challenges. This is an important book for seekers, learners and especially doers who reject the status quo and are determined to make real change." -- Jacqueline Novogratz, Founder and CEO * Acumen *"Like many, I've struggled with how to bring innovation to meaningful scale, while never sacrificing the north star of impact. This book offers a blueprint that will enable social entrepreneurs and enterprise leaders to apply hard-fought lessons and avoid key missteps; it offers the right tools to translate intention to action. I wish I had Ted's guidance when I founded Root Capital. An invaluable contribution." -- Willy Foote * Founder and CEO of Root Capital *"In this must-read book, Ted London draws on over a decade of experience linking two formerly separate domains: the business world and the development community. He provides an integrated set of tools, frameworks, and strategies for successfully enhancing the chances of the more than 4 billion poor through entrepreneurship and venture creation. With this book, we may finally fulfill the base of the pyramid promise." -- Stuart L. Hart * University of Vermont and co-author of the The Fortune at the Bottom of the Pyramid *"Ted's book couldn't have come at a better time! After a tough, fifteen-year journey through unmapped territory, BoP entrepreneurs are eyeing the future with cautious optimism. They will gain immensely from the strategies laid out in this field guide, distilled from Ted's ring-side view of several failed business models, many drawn-out experiments, and successful initiatives operating at scale." -- S. Sivakumar, Architect * ITC e-Choupal *Table of ContentsContents and AbstractsIntroduction chapter abstractThis chapter introduces the author and establishes his credentials as a researcher and business practitioner in a number of global settings, including base-of-the-pyramid (BoP) contexts. It asserts that the focus in BoP business is, increasingly, "How can we do this better?" It promises that this book will provide practically oriented tools, frameworks and guidelines that can help move BoP enterprises forward, and help them achieve two key goals: an adequate return on investments, and a substantial degree of poverty alleviation. It concludes by describing three foundations on which the book has been constructed: understanding how to build better enterprises, creating value with the BoP by truly understanding the poverty alleviation opportunity, and establishing an ecosystem of partners to sustain those ventures. 1Impact Enterprise for the Base of the Pyramid chapter abstractInterest in BoP impact enterprise has been expanding in recent years, both in terms of the literature and the number of enterprises that have been launched. Unfortunately, few such enterprises have achieved sustainability at scale, which is necessary to assure economic viability and alleviate poverty on a large enough scale: here referred to as "impact enterprises." One reason for this is that the learnings of successful impact enterprises have not been widely shared. The chapter differentiates between "fortune-finding" and "fortune-creating," and asserts that the latter strategy is far more effective. Both business leaders and development professionals have good reason to work together to build impact enterprises—but this is far from easy. Obstacles include challenges of value creation, value capture, and the successful bringing-together of two realms that have traditionally eyed each other skeptically. The chapter concludes with a summary of the book's key prescriptions. 2Enabling Business Model Innovation chapter abstractThis chapter opens the discussion of the first of the three foundations of the book described in the preface: understanding how to build better BoP enterprises. It stresses the importance of innovation, as opposed to an overriding focus on execution, with an emphasis on "business model R&D—i.e., efforts to invent appropriate business models for specific and demanding contexts. The chapter draws upon a multiyear analysis of 18 BoP initiatives to explore key design variables that should be considered in BoP business-model invention, whether alone or in combination. The "Business Model Innovation (BMI) Framework" is introduced, which captures the four design variables—resources, metrics, structure, and problem solving—that tend to have an outsized effect. The chapter includes case studies of companies that launched significant BoP initiatives—Nike, CEMEX, and "Mondophysic" (a pseudonym)—to show these variables in action, and to explore which innovation processes succeeded, and why. 3Building for Scale chapter abstractThis chapter addresses the challenge of scaling: that is, moving from the pilot phase to an impact enterprise. A framework called the "C-I-E scaling strategies" is introduced, focusing on co-creation, innovation, and embedding. Each of these strategies is divided into component parts. Co-creation involves crafting solutions with the BOP and "finding the positive." Innovation involves orchestrating effective experiments and building market opportunities. Embedding involves building collaboration-based competitive advantage and developing social embeddedness. Case studies explore scaling's challenges: the collaboration between two NGOs (CARE and Peace) and a for-profit (Pioneer Hi-Bred International) to bring new kinds of seeds to India; and ITC's efforts to transform rural agriculture. Secondary case studies focus on Honey Care Africa's efforts to scale up Kenya's honey production, and Movirtu's initiative to build a sustainable business based on offering a mobile identity that wasn't tied to a particular mobile device. 4Mutual Value Creation chapter abstractThis chapter focuses on the second of the book's three foundations: creating value with the BoP by understanding the poverty alleviation opportunity. Alleviating poverty is critical, because it sits at the heart of the BoP impact enterprise's value proposition. The more value that enterprise creates for the BoP, the more value it can capture for itself. Unfortunately, most impact enterprises have a hard time defining their value added, and instead resort to either anecdotes or output measures. A more effective approach begins with an understanding of the multidimensional nature of poverty, which includes economic, capability, and relationship well-being. 5Creating a Partnership Ecosystem chapter abstractThis chapter begins the discussion of the book's third foundation: establishing an ecosystem of partners. These partners are defined as "scaling facilitators": i.e., the collaborators who will help the impact enterprise scale up through the use of different implementation models. These collaborating organizations can provide support at the enterprise level (enterprise development) and at the macroeconomic level (market creation). The chapter introduces a tool called the Partnership Ecosystem Framework (PEF), which helps the impact enterprise. 6Collaborative Interdependence chapter abstractThis chapter looks at how an ecosystem of scaling-facilitation partners is developed and managed over time. It advocates for the creation of a "chief ecosystem director" (CED) position within the impact enterprise—or, at the least, incorporating this role with the existing top management team—to accomplish these important ecosystem-management tasks. It describes the three major challenges faced by the CED—overcoming biases about seeking subsidized support, dealing with internal resistance to partnerships, and responding to cross-organizational tensions—and suggests strategies for dealing with those challenges. A case study of CEMEX's Patrimonio Hoy initiative illustrates the importance of a CED. The concept of "collaborative interdependence", an approach to framing partnership relevant to BoP impact enterprises, is then explained and discussed, emphasizing the CED's responsibility for bringing together independent-but-complementary organizations. 7Making the Promise a Reality chapter abstractThe closing chapter recapitulates some of the lessons learned in previous chapters, and looks forward at next steps in the evolution of BoP impact enterprise. The hard-won wisdom of the last decade or so is that BoP impact enterprise is more about fortune-creating than fortune-finding—which means that the would-be impact enterprise has to innovate, as well as execute. That innovation takes place in a complex context of potential scaling facilitators, who have to be identified, selected, recruited, and managed. Most informed observers agree that the alleviation of poverty along its many dimensions can be enhanced through the creation of impact enterprises. It is certainly not the only solution; NGOs will continue their good work, and governments will do their part. But it has to be part of the solution. We have to fulfill the promise of building BoP impact enterprises that are sustainable at scale.

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Book SynopsisA revolution in American medicine is in full swing, with the race from fee-for-service to fee-for-value at the front line in a battle that will transform healthcare delivery for decades to come. Robert A. Phillips brings together key thought leaders and trail-blazing practitioners, who provide an exploration of the strategies, innovations, and paradigm shifts that are driving this transformation.Trade Review"America's Healthcare Transformation claims that we are in the midst of a fundamental transformation of the practice of medicine and the $3 trillion annual health care industry. Indeed, this claim is persuasively and seamlessly documented by the contents of the book describing 5 domains: patient safety and quality; health care delivery redesign; emerging paradigms in the practice of medicine; health care delivery reform; and the patient experience." * Journal of Public Health Management and Practice *"Based on his own experience in leading effective change in one of America’s premier academic hospitals, Dr. Phillips has brought together leaders from many disciplines to provide guidance on steering medical institutions through the current turbulent changes in U.S. healthcare. By focusing on the key elements in the evolving transformation of healthcare – safety and quality; the redesign of healthcare delivery; new models of medical practice; methods of reimbursement; and the patient experience – the book provides a comprehensive overview of where we are, how we got here, and where we still need to go to assure that our healthcare system meets the needs of all patients with the highest quality and in the most compassionate, effective, and efficient manner. As such, it has much to offer a wide range of individuals, from the lay public and those interested in healthcare policy, to those charged with leading operational change in their own institutions on a daily basis.” -- Barry S. Coller, M.D. * Physician in Chief and Vice President for Medical Affairs, The Rockefeller University *Table of ContentsPart I: Patient Safety and Quality 1.Organizing Performance Management to Support High Reliability Healthcare Erin S. DuPree, MD, FACOG Chief Medical Officer and Vice President; Joint Commission Center for Transforming Healthcare Mark R. Chassin, MD, FACP, MPP, MPH President and Chief Executive Officer; The Joint Commission 2.Elimination of Unintended Variation in Patient Care Gary S. Kaplan, MD, FACP, FACMPE, FACPE Chairman and CEO; Virginia Mason Health System 3.Fundamental Approaches to Measuring and Improving Patient Safety Sarah P. Slight, MPharm, PhD, PGDip School of Medicine, Pharmacy, and Health; Wolfson Research Institute David W. Bates MD, MSc Senior Vice President for Quality and Safety; Chief Quality Officer; Brigham and Women’s Hospital; Brigham and Women’s Physicians Organization 4.The Organizational Culture that Supports Patient Safety Alberta T. Pedroja, PhD, CPHQ, HACP ATP Healthcare Services, LLC 5.The Role of Health Information Technology in Patient Safety Sarah P. Slight, MPharm, PhD, PGDip School of Medicine, Pharmacy, and Health; Wolfson Research Institute David W. Bates MD, MSc Senior Vice President for Quality and Safety; Chief Quality Officer; Brigham and Women’s Hospital; Brigham and Women’s Physicians Organization 6.Training Physician Leaders in Patient Safety and Quality - Progress and Challenge Susan A. Abookire, BSEE, MD, MPH, FACP 7.Use of Registries and Public Reporting to Improve Healthcare Kasaiah Makam, MD Center for Heart and Vascular Health; Christiana Care Health System Sandra Weiss, MD Center for Heart and Vascular Health; Christiana Care Health System William S. Weintraub, MD, MACC John H. Ammon Chair of Cardiology; Center for Heart and Vascular Health; Christiana Care Health System Part II: Healthcare Delivery Redesign 8.Achieving Higher Quality and Lower Costs Via Innovation in Health Care Delivery Design Elizabeth Malcolm, MD, MSHS Director of Implementation and Evaluation, Clinical Excellence Research Center; Instructor in Medicine; Stanford University School of Medicine Arnold Milstein, MD, MPH Professor of Medicine; Director of the Clinical Excellence Research Center; Stanford University School of Medicine 9.Population Health Management: The Lynchpin of Emerging Healthcare Delivery Models Julia D. Andrieni, M.D. Vice President, Population Health and Primary Care, Houston Methodist; President, Houston Methodist Physicians Alliance for Quality 10.Healthcare Delivery Redesign:Team-Based Care Nana E. Coleman, MD, EdM Assistant Professor of Pediatrics; Baylor College of Medicine; Section of Critical Care Medicine; Texas Children’s Hospital Alicia D.H. Monroe, MD Provost and Senior Vice President for Academic and Faculty Affairs; Professor, Family and Community Medicine; Baylor College of Medicine 11.Medicine Unplugged: Can mHealth Transform Healthcare? Ju Young Kim MD, PhD Scripps Translational Science Institute; Clinical Associate Professor, Seoul National University Bundang Hospital Steven Steinhubl, MD Director of Digital Medicine; Scripps Translational Science Institute 12.Telemedicine: Virtually Redefining the Delivery of Care Jason Gorevic, Chief Executive Officer, Teladoc 13.Grand-Aides: Leveraging the Workforce for More Effective and Less Expensive Care Arthur Garson, Jr., MD, MPH Chairman, Grand-Aides USA and International; Director, Health Policy Institute; Texas Medical Center 14.Convenience Care and the Rise of Retail Clinics Tine Hansen-Turton, MGA, JD, FCPP, FAAN Chief Executive Officer, National Nursing Centers Consortium; Executive Director, Convenient Care Association Kenneth Patric, MD, DABFM Chief Medical Officer; The Little Clinic Janet J. Teske, DNP Director, Aurora QuickCare Clinics Part III: Emerging Paradigms in the Practice of Medicine 15.Using Guideline-Based Medicine to Improve Patient Care Kunal N. Karmali, MD, MS Departments of Preventive Medicine and Medicine; Feinberg School of Medicine; Northwestern University Philip Greenland, MD Harry W. Dingman Professor; Departments of Preventive Medicine and Medicine; Feinberg School of Medicine; Northwestern University 16.Precision Medicine: Expanded and Translational Hanh H. Hoang, PhD Research Operations Manager; Office of Strategic Research Initiatives; Houston Methodist Research Institute Mauro Ferrari, PhD Ernest Cockrell Jr. Presidential Distinguished Chair; President and Chief Executive Officer, Houston Methodist Research Institute; Senior Associate Dean and Professor of Medicine, Weill Cornell Medical College 17.Evidence-Based Medicine and Shared Decision-Making Kasey R. Boehmer, MPH Knowledge and Evaluation Research Unit; Mayo Clinic Victor M. Montori, MD, MSc Knowledge and Evaluation Research Unit; Mayo Clinic Henry H. Ting, MD, MBA Senior Vice President; Chief Medical Officer for Quality and Patient Safety; New York-Presbyterian Hospital and Healthcare System Part IV: Healthcare Reform and New Payment Methods 18.The Rise of Consumerism and How Insurance Reform Will Drive Healthcare Delivery Reform James L. Field, MBA, DBA President of Research and Insights Division; The Advisory Board Company 19.Creating the Healthcare Transformation from Volume to Value Nikhil G. Thaker, MD Division of Radiation Oncology; The University of Texas MD Anderson Cancer Center Thomas W. Feeley, MD Helen Shafer Fly Distinguished Professor of Anesthesiology; Head, Institute for Cancer Care Innovation; The University of Texas MD Anderson Cancer Center; Harvard Business School Part V: Patient Experience, Engagement, and Services 20.Innovations in Patient Experience Deirdre Mylod, PhD Executive Director, Institute for Innovation; Senior Vice President, Decision Analytics & Research; Press Ganey Associates Thomas H. Lee, MD Chief Medical Officer; Press Ganey Associates Sharyl Wojciechowski, MA Patient Experience Knowledge Manager; Press Ganey Associates 21.Behavioral Economics and Stanford Health Care’s C-I-CARE Patient Experience Amir Dan Rubin Executive Vice President, Optum / UnitedHealth Group; Former President and CEO, Stanford Health Care 22. Impact of an Engaged Workforce on Patient Care: Our Culture of I CARE Marc L. Boom, M.D., M.B.A. President and CEO; Houston Methodist

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Book SynopsisTrade Review"The book emphasizes small non-profit groups, and it covers bylaws, registration requirements, accounting procedures, strategic planning, fund raising, public relations, and assembling a board of directors. Ms. Hummel includes rudimentary work sheets on budgeting, shoring up mission objectives, and taking advantage of news-media opportunities."—The Chronicle of Philanthropy"A valuable and unique resource."—Nonprofit Management News

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Book SynopsisThis impressive book assembles the latest research findings and thinking on the management of voluntary/nonprofit sector organizations and the effective utilization of both paid staff and volunteers.Trade ReviewThis volume addresses on several important topics that influence HRM in the nonprofit sector. By providing rich context and linking research to practice, it creates a foundation for those interested in advancing the art and science of human resources in voluntary organizations. --Gary R. Kirk, Virginia TechTable of ContentsContents: PART I: SETTING THE STAGE: HUMAN RESOURCE MANAGEMENT IN THE NONPROFIT SECTOR 1. Human Resource Management in the Nonprofit Sector: Setting the Stage Ronald J. Burke 2. HRM in the Voluntary Sector Ian Cunningham 3. The Roles Nonprofit Organizations Play in Society in the United States Susan M. Chandler and Morgen Johansen PART II: HUMAN RESOURCE MANAGEMENT AND NONPROFIT EFFECTIVENESS 4. Reviewing the Literature on Leadership in Nonprofit Organizations John C. Ronquillo, Whitney E. Hein and Heather L. Carpenter 5. Nine Empirical Guidelines for Top Leadership Teams in Nonprofit Organizations Chris W. Coultas, Breanne Kindel, Stephanie Zajac and Eduardo Salas 6. The Heart of the Organization: Developing the Nonprofit Brand Stacy Landreth Grau and Susan Bardi Kleiser 7. Nonprofit Brands and Brand Management Nathalie Laidler-Kylander 8. Enhancing Learning and Skill Development Among Paid Staff and Volunteers in Nonprofit Organizations Jeannette Blackmar and Kelly LeRoux 9. Effectively Leading a Diverse Nonprofit Workforce Joy Jones and Dail Fields 10. Organizational Change in Nonprofit Organizations: Implications for Human Resource Management Thomas R. Packard PART III: DEVELOPING HUMAN RESOURCE MANAGEMENT SKILLS 11. University-based Education Programs in Nonprofit Management and Philanthropic Studies: Current State of the Field and Future Directions Roseanne Mirabella and Mary McDonald Index

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Book SynopsisTrying to do good deeds does not guarantee that a nonprofit organization can succeed. The organization must do good deeds well. This book offers a blueprint for nonprofit success, adopting a strategic perspective that assumes vision, mission, strategy, and execution as the pillars upon which success is built.Table of ContentsIntroduction Part I: The Strategic Perspective and Players 1. The Third Sector The Strategic ApproachBenefits of a Strategic ViewpointLimitations to a Strategic ViewpointThe Life Cycle of NonprofitsOperational Nonprofit EvolutionNonprofit LeadershipMultiple Roles of LeadersNonprofit BoardsLeadership and StaffingStrategic ExecutionPlan of the BookConclusionsReferences 2. The Strategic View Why Vision MattersVision-Directed MissionStrategic ThinkingEnvironmental Evaluation of NonprofitsPlanning and Goal SettingPitfalls of Strategic PlanningLeadership Roles and Decision MakingStrategy and StructureConclusionReferences 3. Board Development Board ResponsibilitiesBoard InvolvementStructured Board InvolvementBoard EvaluationBoard RecruitmentOrienting and Integrating New Board MembersBoard RenewalLiabilities of Board MembersConclusionReferences 4. Strategic Leadership Evolving Boundaries and ExpectationsThe CEO's Strategic RoleLong-Range PlanningOther Leadership ResponsibilitiesConclusionReferences 5. Staffing Nonprofits Human Resource Information SystemStaff RecruitmentStaff SelectionStaff OrientationTraining and DevelopmentStaff EvaluationStaff CompensationMotivating VolunteersBuilding a Human OrganizationConclusionReferences Part II: Strategic Execution 6. Nonprofit Productivity When Less Is MoreA Winning AttitudeTogether We CanA Little LeewayTechnology ManagementThe Accounting ApproachConclusionReferences 7. Evaluation and Accountability Fundamentals of EvaluationPerformance MeasurementData CollectionOrganizational EvaluationConclusionReferences 8. Building Bridges FrameworkAlliances among NonprofitsPartnerships with BusinessBecoming Like a BusinessAlliances Involving GovernmentConclusionReferences 9. Fundraising Strategic LinkagesAnnual Giving CampaignsSpecial EventsMajor GivingGrantsConclusionReferences 10. The Third Sector Reconsidered Vision/Mission-Driven NonprofitsThe Strategic ConnectionThe Life Cycle of NonprofitsThe Success Triangle: Board, Leadership, StaffEfficiency and EffectivenessAlliances and PartnershipsThe Great Funding CrisisThe Future of NonprofitsThe Golden Age of NonprofitsGlobal TrendsConclusionReferences

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