Non-profitmaking organizations Books

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 SynopsisPhilanthropy plays an essential role in Muslim practice around the world. Using a new framing, Philanthropy in the Muslim World contributes to the literature by adding Muslim-majority countries that have not been previously included in cross national philanthropy volumes as well as countries that have important Muslim minority communities.Trade Review‘Philanthropy in the Muslim World is a welcomed comparative volume about how giving is understood and practiced in Islam. This is a must-read for scholars and students who wish to understand the universal but also unique characteristics of giving behavior across the globe. It effectively reconsiders taken-for-granted assumptions about faith-based philanthropy and contributes a framing of Muslim philanthropy to the scholarly and policy-oriented conversations about global generosity.’ -- Susan Appe, University at Albany, SUNY, USA‘The nearly two billion Muslims in the world are not a homogenous population. Indeed, they are spread globally and live in almost every country in the world, and they practice their faith in very many different ways depending on the culture and geographical context. This book takes on the Herculean task of representing the practice of philanthropy by Muslims worldwide. It succeeds in doing so by inviting contributors from across the globe and giving them a voice in articulating the tradition of Muslim philanthropy as they know it. The diversity of viewpoints is refreshing, as not only do they come from different cultures but indeed from different disciplines. This is a must-read for those seeking to understand the contextualization of Muslim philanthropic practices based on politics, history, economics, and culture.’ -- Femida Handy, University of Pennsylvania, USTable of ContentsContents: 1 Introduction to Philanthropy in the Muslim World 1 Shariq Siddiqui and David A. Campbell 2 What is Muslim philanthropy? 7 Shariq Siddiqui PART I AFRICA 3 Muslim philanthropy in Egypt 28 Kareman M. Shoair 4 Philanthropy in the Muslim world: Ghana 49 Ahmed Hamza Tijani and Ibrahim Abdallah 5 Muslim philanthropy in Nigeria 68 Kole Shettima 6 Embedded giving: Muslim philanthropy in South Africa 82 Halima Mahomed PART II MIDDLE EAST 7 Islamic philanthropy in Jordan 101 Jalal Maqableh 8 Islamic philanthropy in Kuwait 119 Samir Abu-Rumman 9 Philanthropy in Saudi Arabia 133 Esam Gunaid Abdo Al-Nahari and Mohannad Mofawaz 10 Philanthropy in the Republic of Yemen 154 Sumaia A. Al-Kohlani PART III EUROPE 11 Muslim philanthropy in France: a terra incognita to be explored 170 Charles Sellen 12 Muslim civil society and philanthropy in Germany 195 Siri Hummel and Malte Schrader 13 Religion and philanthropy in Turkey 211 Ali ‚arkoğlu PART IV SOUTHEAST ASIA 14 Muslim philanthropy and civil society in Bangladesh: unorganized, but impactful 231 Samiul Hasan 15 Muslim philanthropy in India: the unfolding reform agenda? 252 Sabith Khan 16 Philanthropy in Pakistan 269 Muhammad Ali PART V ASIA 17 Muslim philanthropy in China 287 Lili Wang 18 Reconsidering Muslim philanthropy and sustainable development in Indonesia 305 Hilman Latief PART VI MUSLIM MINORITY COMMUNITIES 19 Islam, Muslims, and philanthropy in Australia 322 David Tittensor 20 Muslim philanthropy and civil society in the Caribbean and The Bahamas 343 Kim Williams-Pulfer 21 Muslim philanthropy in the United States 362 Shariq Siddiqui, Rafeel Wasif and Zeeshan Noor Index

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Book SynopsisTrade Review‘The Research Handbook examines nonprofit governance at multiple levels from the organisational to the societal, using a wide variety of theoretical perspectives. It contains chapters by many of the leading researchers in the field. It is stimulating and thought provoking. A must read for anyone interested in nonprofit governance.’ -- Chris Cornforth, The Open University, UK‘This book is poised to make significant contributions to future research on nonprofit governance as well as governance more broadly. Its chapters insist that readers understand nonprofit governance within contextualized settings and explore evolving conceptions of “nonprofit” entities, sectors, governing functions, processes, and structures. While research has already expanded beyond the governing board, this volume crackles with opportunities for researchers to investigate nonprofit governance at multiple levels of analysis from numerous theoretical and disciplinary perspectives. Importantly, contributors reflect an international diversity of outlooks that enrich knowledge and invite further interrogation.’ -- Melissa Stone, Professor Emerita, University of Minnesota, US‘This state of the art volume offers a variety of illuminating approaches to the fundamental problem of governance, providing fresh frameworks to questions of voice and control. Dennis Young’s stellar concluding essay is, by itself, worth the price of admission!’ -- Walter W. Powell, Stanford University, USTable of ContentsContents: Preface xviii List of abbreviations xxii 1 Deepening and broadening the field: introduction to Research Handbook on Nonprofit Governance 1 Gemma Donnelly-Cox, Michael Meyer and Filip Wijkström PART I FUNDAMENTALS OF NONPROFIT GOVERNANCE 2 Normative understandings of nonprofit governance: everyday discourses and research perspectives 27 Florentine Maier and Michael Meyer 3 Accountability and transparency: cornerstones of civil society governance 46 Jurgen Willems 4 Nonprofit governance and external environments 71 Wolfgang Bielefeld and Fredrik O. Andersson 5 Who owns your nonprofit? A reconceptualization of nonprofit ownership 98 Stephanie A. Koolen-Maas 6 Regulatory governance of nonprofit organizations: legal frameworks and voluntary self-regulation 116 Stefan Toepler and Helmut K. Anheier PART II THEORETICAL FRAMEWORKS 7 Neoinstitutional theory and nonprofit governance research 141 Renate E. Meyer, Dennis Jancsary and Markus A. Höllerer 8 Actorhood as governance in neoliberal world culture 165 Patricia Bromley 9 Agents and stewards in nonprofit governance 186 Marc Jegers 10 Who really governs? Nonprofit governance, stakeholder theory and the dominant coalition perspective 196 Fredrik O. Andersson and David O. Renz 11 How nonprofit governance studies can be enriched by the commons framework: towards a cross-fertilization agenda of research 220 Philippe Eynaud and Jean-Louis Laville PART III GOVERNANCE FOR SPECIFIC TYPES OF NONPROFIT ORGANIZATIONS 12 The governance of foundations 236 Georg von Schnurbein 13 Democratic governance in membership-based organizations 258 Johan Hvenmark and Torbjörn Einarsson 14 Gate-keeping nonprofit governance: evaluative criteria and their rankings in nomination committee selection processes 279 Cecilia Stenling, Josef Fahlén, Anna-Maria Strittmatter and Eivind Å. Skille 15 International nongovernmental organization governance: brokering between developed countries and the developing world 294 Urs Jäger and José Pablo Valverde 16 Hybrid organizations as sites for reimagining organizational governance 311 Johanna Mair and Miriam Wolf PART IV FUTURE CHALLENGES 17 Nonprofit organizations in public governance 327 Annette Zimmer and Steven Rathgeb Smith 18 Multilevel governance and the role of civil society organizations in the European Union system 352 Carlo Ruzza 19 The marketization of the third sector? Trends, impacts and implications 371 Michael J. Roy, Angela M. Eikenberry and Simon Teasdale 20 Twists and turns of the practice of accountability in the nonprofit sector: the thin line between accountancy and organizational learning 391 Damien Mourey 21 Towards a unified theory of nonprofit governance 409 Dennis R. Young Index

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Book SynopsisTrade Review‘What makes this book so remarkable for potential readers is its immediate potential for application to those working in the nonprofit sector. ... I am pleased to recommend this book – it is well-written, keyed to the interests of practitioners, and has real potential to make a positive difference in resilience planning for nonprofit organizations. I hope that nonprofit organization leaders will read it.’ -- Public Organization Review‘Resilience and the Management of Nonprofit Organizations is a book that explores the concept of resilience management for nonprofit organizations. The authors, Dennis Young and Elizabeth Searing, argue that the current paradigm of nonprofit management, which focuses on trustworthiness and efficiency, needs to be revised to adequately address the challenges facing non-profit organizations. They propose a new paradigm based on resilience, which they define as the ability of organizations to adapt to changing circumstances and continue serving their missions effectively. The book provides strategies for anticipating and preparing for crises, explores the various dimensions of organizational resilience, and offers management strategies for achieving organizational resilience. It also discusses the need for ‘‘organizational slack’’ in order to be flexible and adaptable in the face of challenges.’ -- Fandi Rahanra and Muhammad Hilal Sudarbi, International Society for Third-Sector Research 2023, Voluntas‘The COVID-19 pandemic has tested the resilience of many organizations. In their practical and timely book, Dennis Young and Elizabeth Searing take the opportunity to look at the larger question of preparedness in sector groups for dealing with circumstances – society-wide or unique to a specific organization – that threaten their viability.’ -- The Philanthropist‘Good non-profits are passionate about their missions and are excellent at the delivery of their services. This engaging book will provide the required learning to implement resilience strategies and strong financial acumen throughout their organizations to ensure that there is no interruption to services in times of turbulence and uncertainty.’ -- Noha Ryder, Interim Managing Director & Chief Financial Officer, Apollo's Fire, Ohio, US‘Learning from the crisis aftermaths of September 11, 2001, 2008, and 2020-21, Dennis Young and Elizabeth Searing’s new book on long-term nonprofit management proposes a paradigm shift in emphasis—from Efficiency, Mission Impact, and other traditional standards—to long-term Resilience. Academically sound, this trailblazer offers practical, logical, and sometimes revolutionary advice for every nonprofit.’ -- Richard Pogue, Former Managing Partner of Jones Day, Ohio, US and Former Chairman, Cleveland Foundation‘This is a book for our time. With increasingly rapid change and challenges, nonprofit organizations must be resilient in order to survive and succeed. Drawing on a fresh perspective, case studies and relevant scholarship, here are the processes and practices every nonprofit leader needs now.’ -- Frederick S. Lane, Baruch College, City University of New York, US‘This book provides valuable insight into how to integrate the concept of resilience into organizational culture and management practices. As we emerge from over two years of the pandemic, the need to lean into core strengths and develop greater expertise is invaluable.’ -- Brian Schreiber, JCC of Greater Pittsburgh, US‘Challenges the conventional maxims of “minimize overhead, diversify revenues, be lean, and avoid debt” in the context of catastrophic risk. A good frame for our era of COVID and political extremism.’ -- Jan Massoka, California Association of Nonprofits (CalNonprofits)Table of ContentsContents: Foreword Milton J. Little Jr. Preface Dennis R. Young 1. Introduction to Resilience and the Management of Nonprofit Organizations 2. Risk and the nature of crises 3. Understanding organizational resilience 4. Assets, liabilities and resilience 5. Cost structure and resilience 6. Income portfolios and resilience 7. Technology and resilience 8. People and resilience 9. Entrepreneurship and resilience 10. Networks and resilience 11. Red flags and stress tests 12. A new paradigm for nonprofit management: the Goldilocks approach Index

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Book SynopsisThis book comprises original case studies from a broad cross-section of nonprofits across the arts, social services, education, advocacy and philanthropy. Demonstrating how nonprofits can cope with crises, it provides readers with an opportunity to review real-world decisions and actions taken to adapt and respond to existential challenges.

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Book SynopsisThis important book locates and defines contemporary Muslim philanthropy and philanthropic institutions within the rich and diverse history of Islamic practice. In doing so, Shariq A. Siddiqui, Rafeel Wasif and Micah A. Hughes examine religious discourses on the topic and question the universality of our current definitions.

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Book SynopsisA donor-centered guide to charitable gift planning for fundraisers and professional advisors The Philanthropic Planning Companion compiles and analyzes the latest research on donor/client behavior, discussing the need for segmented approaches to charitable gift planning based upon the values and personal planning objectives of the donor/client. With its many tools, checklists and sample materials, it will serve as your charitable giving guide in your work with your donors/clients. Whether you are building your practice to work with high net worth clients or you are enhancing your fundraising program, this is the book you will keep close at hand. Outlines how an integrated, donor-centered, values-based, philanthropic planning approach can be implemented Explores the latest research focuses on donor behavior For fundraisers and professional advisors alike, The Philanthropic Planning Companion is the one-stop resource you''ll keeTable of ContentsForeword xvii Preface xix The Role of Philanthropic Planning xx Our Approach xx Using the Companion xxii Acknowledgments xxv From Brian M. Sagrestano xxv From Robert E. Wahlers xxviii Part I The Emergence of Philanthropic Planning 1 Chapter 1 The Changing Fundraising Marketplace 3 The Evolution from Deferred Giving to Philanthropic Planning 4 In Summary 8 Chapter 2 The New Philanthropists 9 Defining Generations 10 Traditionalists (Born Pre-1946) 11 Depression Cohort (1912 to 1921) 11 World War II Cohort (1922 to 1927) 13 Post-War Cohort (1928 to 1945) 15 Transitioning 16 The New Philanthropists (Born 1946 to Present) 17 Older Boomers/Leading Boomers Cohort (1946 to 1954) 17 Younger Boomers/Trailing Boomers Cohort (1955 to 1964) 21 Generation X/Baby Busters Cohort (1965 to 1976) 24 Millennials/Generation Y/Generation Next/Echo Boomers Cohort (1977 to 1984?) 27 Emergence of the ‘‘Great Recession’’ Generation? 32 In Summary 33 Chapter 3 Identifying Prospects for Philanthropic Planning 35 Prospect Motivation 35 Identifying a List of Prospects 36 In Summary 40 Chapter 4 Creating a Fundraising Environment for Philanthropic Planning 41 Laying the Foundation for Philanthropic Planning 41 The Internal Case for Philanthropic Planning 43 The Role of an Integrated Advancement Program 48 Annual Giving in the Philanthropic Planning Context 48 Gift Planning In the Philanthropic Planning Context 50 Infrastructure 50 Donor Interaction 51 Communication and Marketing 51 The Role of Your Board and Volunteers in Gift Planning 52 The Role of the Board and Volunteers in Philanthropic Planning 57 In Summary 60 Chapter 5 The Role of Professional Advisors 61 Roles of Professional Advisors in the Philanthropic Planning Process 61 Dispelling the Myths: Competing or Completing 63 How Professional Advisors Can Promote Philanthropic Planning 64 Would Advisors Benefit from Specialized Training in Charitable Planning? 66 Methods for Fundraisers to Engage and Partner with Professional Advisors 67 Does an Advanced Degree or Certification Create Credibility with Advisors? 68 Engage Professional Advisors 69 Support Professional Advisors in Their Work 71 Steps for Fundraisers to Enhance Collaboration with Advisors 72 Create a Professional Advisors Network 74 The Role of the Professional Advisors Network 77 Measure the Success of Your Partnerships with Professional Advisors 79 Follow the Model Standards of Practice 80 In Summary 81 Part II Working with Philanthropists 83 Chapter 6 Integrated Solutions for Principal Gift (Tier One) Philanthropists 85 Who Are the Principal Gift Philanthropists? 85 Unique Characteristics of High-Net-Worth Donors/Clients 86 Motivation for Giving 88 Perceptions of Philanthropy 90 Tax Considerations 92 Decisions and Distributions 92 Giving by Entrepreneurs 93 The Role of Professional Advisors 93 Utilization of Philanthropic Tools 95 Volunteering 95 Children and Values 95 Interpreting the Data 98 Building a Philanthropic Planning Model 98 Philanthropic Planning Models for Charities 99 Philanthropic Planning Models for Professional Advisors 103 Core Elements Common to All Philanthropic Planning Models 106 Defining Values 107 Assets and Exploring the Meaning of Wealth 108 Limiting Financial Inheritance 108 The Business of Being a Family 109 Communication—Family Meetings 110 Philanthropy 111 Creating a Plan 111 Collaboration among Professional Advisors, Charities, and the Family 111 The Art of Listening 114 Concierge Stewardship 115 In Summary 116 Chapter 7 Working with Major (Tier Two) Donors 119 Introduction to Moves Management 119 Identification/Education 120 Qualifying Prospects 121 Qualifying Visits 121 Obtaining Qualifying Visits 123 Planning for Qualifying Visits 131 Conducting Qualifying Visits 131 Following Up Qualifying Visits 132 Cultivating Prospects 133 Sharing the Charity’s Mission 133 Introducing Others into the Conversation 134 Cultivation Visits 134 Understanding the Donor 136 Traditionalists (Born Pre-1946) 136 Older Boomers (Born 1946 to 1954) 136 Younger Boomers (Born 1955 to 1964) 137 Generation X (Born 1965 to 1976) 138 Millennials (Born 1977 to 1984?) 139 Soliciting Prospects 140 How the Philanthropic Planning Approach is Different from Other ‘‘Asks’’ 140 Preparing for the Solicitation Visit 142 The Pre-Solicitation Visit 142 Who Should Participate in the Solicitation Visit? 142 Scripting and Rehearsing the Solicitation 143 Asking for the Gift 144 Negotiating the Gift 144 Stewarding the Donor 145 Introduction to the Seven Touches Philosophy 146 Seven Touches 146 Perspectives of Different Generational Cohorts 148 Traditionalists 148 Older Boomers 148 Younger Boomers 148 Generation X 149 Millennials 149 Other Segments 149 The Role of Professional Advisors 150 Complex Asset Gifts 150 Bequests and Living Trusts 150 Retirement Plan Designations 151 Life Insurance 152 Charitable Remainder Trusts 152 Charitable Gift Annuities 152 In Summary 153 Part III Marketing to Prospects and Those Interested in the Mission 155 Chapter 8 Marketing on a Moves Management Platform 157 Marketing Is Not Gift Planning 159 Using Moves Management 160 Multichannel Marketing 161 Creating a Brand 166 Tracking Marketing Efforts/Measures of Success 166 Managing Costs 169 In Summary 170 Chapter 9 Qualifying and Educating Everyone Else 173 Make Donor-Centered Gift Planning Information Broadly Available Through Existing Outreach 173 Existing Publications and E-Publications 174 Creating Meaningful Ads 175 Ad Topics 179 Response Mechanisms 181 Web Site 182 Properties of an Effective Gift Planning Web Site 182 Setting Up a Gift Planning Web Site 183 Design the Web Site for the Four Tiers of the Gift Planning Audience 184 Key Components to a Gift Planning Web Site 185 Driving Traffic to the Gift Planning Web Site 187 Social Media and Networking Sites 188 Multimedia 189 Webinars, Simulcasts, and Podcasts 189 Videos and Public Service Announcements 190 In Summary 190 Chapter 10 Cultivating Loyals and Everyone Else 191 Brochure Program 192 General Brochure 193 Personal Planning Brochures 194 Newsletter 198 Cultivation Tools to Encourage Prospects to ‘‘Raise their Hands’’ 198 Survey and Wills Kit 198 Using Volunteers 201 In Summary 201 Chapter 11 Soliciting Loyals 203 Postcards 204 E-mail Follow Up 207 Fulfillment Packages 208 Bequest Buck Slips 208 Use of Other Messages 210 Gift Annuity Addition Program 210 Phone Calling Program 211 In Summary 215 Chapter 12 Thanking, Recognizing, and Stewarding Legacy Donors 217 Annual Donors 217 Thanking Annual Donors 218 ‘‘We Don’t Value Your Gift’’ 218 Retention and Lapsed Donors 220 Investing In an Acknowledgement System 221 Recognizing Annual Donors 221 Stewarding Annual Donors 224 Annual Fund Buckets 225 Legacy Donors 226 Thanking Legacy Donors 227 Recognizing Legacy Donors 227 The Role of the Recognition Society 227 Stewarding Legacy Donors 232 Stewardship Events 232 Additional Materials—Multi Channel Approach 235 Volunteer Opportunities 238 Stewarding Philanthropists 239 In Summary 240 Part IV Program Infrastructure 243 Chapter 13 Creating and Tracking Your Success 245 Create a Plan 245 Individual Performance Goals and Measuring Success 247 Measuring Performance 247 Individual Activity Goals 248 Philanthropic Planning Officers 248 Fundraisers 250 Gift Planning Specialists 250 Gift and Commitment Reports 251 In Summary 251 Chapter 14 Policies, Procedures, and Agreements 253 Gift Acceptance 253 Policies 254 Drafting a Gift Acceptance Policy 254 Procedures 259 Identify Areas That Need Procedures 259 Use Checklists 260 Define Responsibilities 260 Gift Counting and Reporting 260 PPP and CASE Standards 260 Generating Reports 261 Gift Crediting/Recognition 262 Gifts from Couples 263 Matching Gifts 263 Gift Valuation 263 Gift Agreements 266 When Is a Gift Agreement Necessary? 266 Binding or Non-Binding? 266 Types of Gift Agreements 269 Anatomy of the Gift Agreement 269 Partnering with Finance and Legal Counsel 270 Enforcing Gift Agreement Terms 270 Misuse of Restricted Funds 271 Repurposing a Restricted Fund 271 In Summary 271 Chapter 15 Registration 273 Registration to Solicit 273 Registration Requirements 274 Charitable Gift Annuity Registration 275 Registration to Do Business 277 Due Diligence by Advisors 277 In Summary 278 Epilogue 279 What Do I Do Next? 280 Start Today! 284 Rewards of Philanthropic Planning 284 It Is Up to You 285 Appendix A Sample Internal Case for Gift Planning—Le Moyne College 289 Appendix B Sample Internal Case for Donor-Centered Philanthropic Planning 295 Appendix C Typical Objections to Qualifying Visits 299 Appendix D Sample Qualification Visit Preparation Worksheet 305 Appendix E Qualification Visit Questions/Conversation Starters 307 Appendix F Philanthropic Planning Conversation Starters 309 Appendix G Sample Donor-Centered Gift Planning Marketing Plan 311 Appendix H Sample General Brochure—University of the Sciences 333 Appendix I 52 Ways to Steward Legacy Donors 343 Appendix J Sample Society Brochure—University of the Sciences 345 Appendix K Sample Society Reply Card—University of the Sciences 351 Appendix L Sample Plan Timeline 353 Appendix M Activities Measures Reports 361 Appendix N Sample Gift Acceptance Policy XYZ Charity 363 Appendix O Gift Counting and Reporting Policy Summary 373 Appendix P Gift Reports By Tender Type 385 Appendix Q Gift Reports By Gift Structure 391 Appendix R Sample Gift Agreement 397 Bibliography 401 Notes 407 About the Authors 417 Index 421

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Book SynopsisThe ultimate social media field guide for nonprofitswith 101 ways to engage supporters, share your mission, and inspire action using the social web 101 Social Media Tactics for Nonprofits features 101 actionable tactics that nonprofits can start using today, and most of the featured resources are free. Broken down into five key areas, this unique guide explains the steps and tools needed to implement each tactic, and provides many real-life examples of how nonprofits are using the tactics. With this book as your guide, you''ll learn how leading nonprofit professionals around the world are leveraging social media to engage constituents, communicate their cause, and deliver on their mission. Presents immediately useful ideas for relevant impact on your organization''s social presence so you can engage with supporters in new and inventive ways Features 101 beginner to intermediate-level tactics with real-life examples Offers a workabTable of ContentsForeword xi Acknowledgments xiii Introduction xv Using This Book xvi Tactic Checklist xvii Chapter 1 Setup 1 1. Claim Your User Name on Facebook 2 2. Brand Your YouTube Channel 3 3. Claim Your Venue on foursquare 4 4. Create a Branded foursquare Page 6 5. Create a Custom Twitter Background 9 6. Brand Your Facebook Page 11 7. Add Multiple Administrators to Your Facebook Page 13 8. Set and Display Rules for Your Facebook Community 14 9. Allow Supporters to Post Content on Your Facebook Page 17 10. Monitor Facebook Page Activity with Alerts 19 11. Use Commenting Tools that Authenticate with Social Accounts 21 12. Add a Facebook Like Button to Your Web Site or Blog 22 13. Add a Twitter Follow Button to Your Site 23 14. Include the ShareThis Sharing Button 25 15. Create a Flickr Pro Account 26 16. Publish Photos Under a Creative Commons License 28 17. Submit Your Photos to Flickr Groups 30 Chapter 2 Communicate 33 18. Use Collaboration Tools to Manage Twitter Accounts 34 19. Create Twitter Lists 36 20. Display Names of Staff Contributing to Twitter and Facebook 37 21. Connect with the Top Tweeters in Your Area 40 22. Monitor Local Twitter Activity Using Hashtags 42 23. Make Your Tweets Retweetable 44 24. Sign up for Tweets for Good 46 25. Recruit New Staff and Volunteers 48 26. Start, Join, and Organize Conversations with Hashtags 49 27. Promote an Event or Campaign with a Hashtag 51 28. Contribute to Mission-Related Twitter Hashtags 52 29. Use TwitPic to Share Photos and Videos 54 30. Display RSS Feeds on Your Web Site 55 31. Display Live Twitter Content on Your Web Site and Blog 57 32. Feed Your Blog to Twitter and Facebook 59 33. Use Facebook Social Plug-ins on Your Site 60 34. Add Events to Your Facebook Page 62 35. Integrate Other Social Channels with Facebook 64 36. Include Social Channels in Contact Information 65 37. Integrate Supporter Photos with Other Channels 67 38. Submit Content to Social News and Bookmarking Sites 69 39. Create a Wikipedia Entry 71 40. Create a Social Media Newspaper 72 41. Make a Buzzworthy Video 73 42. Participate in a Video Contest 75 43. Livestream Your Events 77 44. Provide Instant Access to Content with QR Codes 79 45. Share Presentations and Documents Online 82 Chapter 3 Engage 85 46. Create a Facebook Welcome Tab 86 47. Encourage Action with Facebook Custom Tab 89 48. Encourage Supporters to Share Facebook Content 90 49. Launch a Like Campaign 92 50. Use Facebook as Your Organization’s Page 93 51. Ask Your Facebook Fans a Question 95 52. Get Creative with Avatars 96 53. Add a Tweet Button to Your Web Site or Blog 98 54. Empower Supporters to Take Social Action 100 55. Build Real Relationships with Social Communication 102 56. Ask Infl uencers to Share Your News 104 57. Engage the Blogging Community 106 58. Broadcast the Backchannel Buzz at Your Event 108 59. Organize a Twitter Chat with a Hashtag 110 60. Organize a Tweetup 111 61. Reward Your Supporters for Checking In 113 62. Add Mission-Related Tips on foursquare 115 63. Create a Custom Badge on foursquare 116 64. Participate in Giving Contests [with Caution] 118 65. Launch a Social Contest on Facebook 120 66. Build Stewardship Through Video 121 67. Ask Supporters to Share Photos or Videos 122 68. Hold a Video Response Contest 124 69. Create a Flickr Group to Support Your Mission 126 70. Hold a Photo Contest 128 71. Create a Photo Petition 130 72. Organize a Petition on Twitter 131 73. Socialize Your Internal Communications 132 74. Treat Your Social Networks Like V.l.P.s 134 75. Create Your Own Online Community 135 Chapter 4 Fundraise 139 76. Raise Money with Causes 140 77. Encourage Supporters to Make a Wish 142 78. Create a Facebook Donation Tab 143 79. Hold a Tweetathon 144 80. Launch a Sponsored Tweet Campaign 146 81. Organize a Fundraising Campaign through Twitter 147 82. Increase Conversions with Video Overlays 149 83. Use Video Annotations as Calls to Action 151 84. Enable Social Giving with Peer Fundraising Tools 153 85. Launch a Check In for Charity Campaign 155 86. Participate in Social Buying Platforms 158 87. Submit Your Organization to be Featured on Philanthroper 159 88. Ask Supporters to Pledge Social Actions 161 89. Participate in Social Gaming 162 90. Take your Fundraising Events to an Alternate Reality 164 Chapter 5 Measure 167 91. Analyze Facebook Activity with Insights 168 92. Understand Your YouTube Audience 169 93. Track Referrals from Social Sites 171 94. Measure New Visitors from Social Channels 172 95. Track Link Performance with Short URLs 174 96. Monitor Your Organization’s Name on Twitter 175 97. Measure the Reach of Your Tweets 177 98. Calculate Your Twitter Infl uence 179 99. Create a Social Media Listening Dashboard 180 100. Use Social Media Monitoring Applications 183 101. Get a Strategy 185 About the Authors 187 Index 189

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Book SynopsisAn updated edition of a groundbreaking book on best practices for nonprofits What makes great nonprofits great? In the original book, authors Crutchfield and McLeod Grant employed a rigorous research methodology derived from for-profit books like Built to Last.Table of ContentsForeword to the Revised and Updated Edition ix J. Gregory Dees Part One: Introduction 1 Introduction to the Revised and Updated Edition 3 Introduction to the First Edition 13 Part Two: Achieving Impact 25 1 Forces for Good 27 2 Advocate and Serve 47 3 Make Markets Work 73 4 Inspire Evangelists 101 5 Nurture Nonprofit Networks 125 6 Master the Art of Adaptation 149 7 Share Leadership 175 8 Sustaining Impact 203 9 Putting It into Practice 233 Part Three: New Lessons for New Times 251 10 Thriving in Tumultuous Times 253 11 Deepening the Six Practices 269 12 Forces for Local Good 289 13 Forces for Good Diagnostic Tool 321 Part Four: Appendixes and Resources 325 Appendix A: Research Methodology for the First Edition 327 Appendix B: Field Experts 341 Appendix C: Case Study Research Guidelines and Questions 345 Appendix D: Original Research Interview List 349 Appendix E: Updated Organization Profiles 355 Appendix F: Research Methodology and Sources for New Material 389 Appendix G: Preface to the First Edition 395 Endnotes 397 Additional Resources 411 Acknowledgments 419 The Authors 425 Index 427

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Book SynopsisSolid guidance for managers and trustees to better position their nonprofits now and in the future The Great Recession has left a paradigm shift for nonprofit leadership and their board members as fiduciaries. It has changed how boards make, evaluate and document investment decisions, the risks they are willing to take and the way these details are communicated to donors. Nonprofit Investmentand Development Solutions + Website will provide solid guidance for nonprofit leadership, staff and volunteers to better position their nonprofits to thrive now and in the future. This guide will provide: Sophisticated investment and development principles that are easily understandable and adaptable Specific steps to take in order to avoid unnecessary investment risk and secure financial stability Solutions and techniques for capitalizing on opportunities created by funding shifts and evolving donor expectations Principles and practiTable of ContentsPreface: Here We Are ix Background: Where We Have Been x Multiple Factors x This Book’s Setup xiii Acknowledgments xv CHAPTER 1 Philanthropy History and Statistics 1 American Philanthropy 1 Examining the Statistics 3 Summary 5 CHAPTER 2 Fiduciary Responsibility 7 What Is a Fiduciary? 7 What Are the Duties of the Fiduciary? 8 Pressure on Fiduciaries from Increased Volatility 9 Protecting the Assets—The Prudent Investor 10 Training and Education of Fiduciaries 12 Increasing Government Regulation 14 Protecting the Mission 15 Effective Use of Professional Consultants 17 Valuable Resources 17 Summary 19 CHAPTER 3 New Roles for the “New Reality” 21 The Investment Consultant 22 The Investment Committee 24 Fundraising and Finance 24 Investment Policy Statement 28 Summary 30 CHAPTER 4 Behavioral Finance 31 The Psychology of Investing 32 Behavioral Factors and Investing 33 Psychology and Decision Making 34 The Psychology of Group Decisions 39 Behavioral Finance and Investment Consulting 41 Summary 44 CHAPTER 5 Understanding Risk 45 The Individual and Risk 45 Biases 46 Investment Committee Psychology 46 Risk and the Fiduciary 47 Group Dynamics and the Nonprofit 48 The Theory of Groupthink 49 The Blind Risk Model 52 Understanding Individuals—Gathering Information 53 Assessing the Power on the Investment Committee 54 Completing the Process 55 Summary 57 CHAPTER 6 Asset Allocation 59 Asset Allocation Analysis 59 Types of Risk in Asset Allocation 60 Risk and Portfolio Performance 62 Preparing for Asset Allocation Analysis 64 Summary 68 CHAPTER 7 The Investment Policy Statement 71 The Elements of an Investment Policy Statement 71 The IPS Provides Essential Discipline 73 UMIFA and UPMIFA 75 IPS and Investments 78 The IPS and Asset Allocation 79 The IPS and Risk, Return, and Money Manager Retention 80 The IPS and Major Donors 81 Summary 82 CHAPTER 8 Money Manager Selection 83 The Goal 83 Outlining the Process 84 Step 1: The Search 85 Step 2: The Evaluation 86 Step 3: The Analysis 87 Step 4: Selection 93 Summary 94 CHAPTER 9 Dynamic Portfolio Optimization 95 Before Modern Portfolio Theory (MPT) 95 Modern Portfolio Theory 96 The Efficient Portfolio 99 The Mean-Variance Model 99 Dynamic Asset Allocation and Market Timing 100 Summary 101 CHAPTER 10 Investment Program Analysis 103 Monitoring Accounts 103 The Procedure 104 Assessing Money Managers 106 The Evaluation 109 Summary 110 CHAPTER 11 Socially Responsible Investing 111 The Roots of Socially Responsible Investing 111 What Exactly Is Socially Responsible Investing? 113 How Do We Accomplish Socially Responsible Investing? 115 The Risks of Socially Responsible Investing 116 Additional Means of Accomplishing SRI 118 Why Does a Nonprofit Implement an SRI Portfolio? 119 Summary 120 CHAPTER 12 The Changing Landscape for Fundraising 121 Our New Reality 121 Donor Motivations 122 Communication Strategies 124 Revenue Source Diversification 125 The Strategic Development Plan 127 Understanding Donors 128 Effective Communication Tools 130 The Case for Support 131 Measuring Programmatic Impact 133 The Strategic Development Planning Process 134 The Importance of Planned Giving As a Strategic Development Tool: Building Endowment with Planned Gifts 136 Donor Values That Affect Their Legacy Giving 138 Summary 140 CHAPTER 13 The Evolution of Donors—Trends and Truths 143 The Modern Donor 143 Transformations in Giving Patterns 146 Growing the Donor Pool 151 Summary 159 CHAPTER 14 Growing Expectations 161 Resources 162 Two Key Measures of Financial Health 165 Financial Ratios 171 Integrity and Credibility 173 Summary 174 Conclusion 175 About the Companion Website 177 About the Authors 179 Index 181

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Book SynopsisPractical guidance to maximize financial results while driving positive social change The Mission-Driven Venture provides actionable guidance for leveraging the power of the marketplace to solve the world''s most vexing social problems. Written by attorney and financial advisor Marc J. Lane, a renowned thought leader and expert on entrepreneurship, social enterprises, impact investing and entrepreneurial finance, this book reaches the full spectrum of interests represented at the intersection of business and social change. Whether a social entrepreneur, impact investor, socially conscious individual, or a nonprofit or foundation leader, any reader committed to social innovation can benefit from this practical roadmap to the rapidly developing arena of social enterprise. Through real-world accounts of the journeys and successes of mission-driven ventures, Lane effectively illustrates the transformative potential of social enterprise, inspiring the reader to be aTable of ContentsPreface xi Acknowledgments xv About the Author xvii About the Website xix 1 Nothing Stops a Bullet Like a Job 1 “Father G” and Homeboy 5 Vanessa Bartram and WorkSquare, LLC 6 The Origin of Mission-Driven Ventures 7 Businesses Drive Social Change 9 Profits and Purpose 13 Our Agenda 17 2 Where to Begin? Constructing the Mission-Driven Venture 19 Maximizing the Prospects of Financial Success and Meaningful Social Impact 22 Tracking Input, Output, and Outcome Indicators 27 Entity Design Choices 28 Moving from Ideation to Realization 30 Preparing for Launch 35 Zeroing in on Size and Scale 38 3 Communities of Interest: Benefit Corporations and Certified B Corps 40 Delaware Rejects Stakeholderism 43 The Benefit Corporation’s Impact 46 Delaware, the Outlier 49 Patagonia’s Values and Vision 50 Public Good Software Supports Civil Society 52 Ensuring Accountability to Stakeholders 53 4 PRIs and L3Cs 55 The Low-Profit Limited Liability Company (L3C) 59 The “Sustainability Mayor” Leverages His Impact 62 Counseling Data, L3C: A Case Study in Collective Impact 64 5 The Poor and Their Banker Lead the Way 67 Professor Yunus’ Journey 68 The Visit to Jobra 70 The Banking System’s Failure 71 Yunus’ Ingenious Solution 72 The Advent of the “Social Business” 74 Grameen Bank and Its Strategy 75 6 Leveraging Grameen 79 The Power of Cause-Related Marketing 81 The Grameen Family Expands 84 Social Venture Franchising 86 Grameen Empowers Entrepreneurs 88 7 The Mondragón Miracle: Scaling the Peaks Beyond the Pyrenees 91 Italy’s “Social Co-Operatives” 97 France’s “SCOPs” 99 Why Worker-Owned Co-Ops Succeed 99 The Evergreen Cooperatives Build on Mondragón’s Success 100 8 Social Impact Bonds: Aligning Financial and Social Returns 105 Funding Targeted Intervention Strategies 106 “Pay for Success” 112 The Massachusetts Initiative 113 New York City Leads the Way 115 Pay for Success Gains Traction 117 Where Social Impact Bonds Work 118 The Social Impact Bond’s Progeny 119 Empowering the Social Sector 120 9 Building and Rebuilding Communities 121 Donor-Advised Funds 126 The Role Foundations Play 126 Lessons Learned 130 10 Investing for Impact 132 The Origin of Impact Investing 137 Impact Investing Takes Root 142 11 How Impact Investing Works—and Why 147 The Form of the Investment 150 Managing Risk 152 Judging Investment Performance 156 Quantifying Social Returns 157 Cashing Out 159 The Challenges of an Impact Investing Market 161 12 Impact Investing: Pursuing Its Destiny 163 The Importance of Public Policy 165 The Institutional Investors Weigh In 170 The Growth Trajectory Is Clear 174 13 Keeping Score: What Success Looks Like 178 A Safe Haven’s Social Impact 179 Crediting the Causes of Positive Social Change 182 REDF and Social Return on Investment 186 Root Capital and Its “Social and Environmental Scorecard” 189 Acumen Fund and Its “Best Alternative Charitable Option” 190 14 Answering the Call: The Demand for Social Metrics 192 Scaling Success 194 Shared-Outcomes Networks 198 15 Toward a Universal Metrics Language 210 Creating More Social Good 214 The Industry Steps Up 215 Impact Reporting and Investment Standards (IRIS) 216 The Global Impact Investing Rating System (GIIRS) 218 B Analytics 219 Other “Universal” Standards 219 The World Takes Note 220 16 What the Future May Hold: The Triumph of the Mission-Driven Venture 222 The Poorest of the Poor Have Reason for Hope 222 The Growing Role of Business 223 Social Enterprise Gains Influence in the Developing World 224 Business Raises the Bar 225 Governments Reach Out to Mission-Driven Ventures 227 Measurement of Social Performance Becomes More Sophisticated 228 Stakeholders Look to Substance Over Form 228 Social Capital Takes Center Stage 230 The Stakes Go Higher 231 Collaboration Becomes the Watchword 233 Index 235

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Book SynopsisA practical guide to the challenges and successes of global fundraising, written by an international team of highly respected philanthropy professionals and edited by two of the leading nonprofit thinkers, Global Fundraising is the first book to genuinely offer a global overview of philanthropy with an internationalist perspective. As the world becomes more interdependent, and economies struggle, global philanthropy continues to increase. More than that, nonprofits are taking up roles that have traditionally been filled by the governmentincluding social welfare, healthcare, and human rights. GlobalFundraising provides complete coverage of the implications of this growth for nonprofit culture and how it drives changes in fundraising practices. Organized into thematic chaptersa mixture of geographic and topical issuesit places North American philanthropy in a wider context It features a companion website with a variety of online tools and materialsTable of ContentsForeword Andrew Watt, President and CEO, AFP International xvii Acknowledgments xxi CHAPTER 1 Introduction to Global Fundraising Penelope Cagney and Bernard Ross 1 What This Book Is About 1 Who This Book Is For 1 About the Editors and Contributors 2 Seven Global Megatrends 3 This Book’s Setup 12 Our Global Fundraising Wiki 14 PART I An Overview of Giving by Region 15 CHAPTER 2 China Lu Bo and Nan Fang 17 A Historic Review of Philanthropy in China 17 A Panorama of China’s Nonprofit Sector 21 Framework for Nonprofit Sector 25 Current Fundraising Trends in China’s Nonprofit Sector 32 Fundraising Practices in China 37 In Summary 40 CHAPTER 3 Japan Masataka Uo 43 Japan: Overview of an Island Nation 44 Philanthropy and Other Support 48 Giving Practices 50 Fundraising Practices 52 Challenges and Innovation 56 In Summary 58 CHAPTER 4 Latin America Norma Galafassi 59 An Overview of Latin America 59 Income from Services 66 Giving by Individuals 68 Getting Money from the Bottom of the Pyramid 71 Institutional Givers: Governments, Foundations, and Corporations 80 In Summary 85 CHAPTER 5 Western Europe Chris Carnie 89 The Nonprofit Sector in Western Europe 90 How Western Europe Is Changing the Rules of Philanthropy 96 Where We Are and Where We Are Going 104 In Summary 107 CHAPTER 6 North America Penelope Cagney and Andrea MacManus, with a case study by R. F. Shangraw Jr. 109 The United States of America 109 Canada 128 In Summary 134 CHAPTER 7 Australia and New Zealand Sean Triner 135 New Zealand 137 Australia 137 In Summary 151 CHAPTER 8 Central and Eastern Europe Matt Ide, Mair Bosworth, Anca Zaharia, with an introduction by Chris Carnie 153 Th e Legal Grounds for Philanthropy 154 Fundraising in Central and Eastern Europe 155 Russia by Matt Ide and Mair Bosworth 156 Romania by Anca Zaharia 174 In Summary 177 CHAPTER 9 Africa Mike Muchilwa 179 Giving to NGOs in Africa 179 Giving for Religious Purposes 181 The Lack of Information on African Philanthropy 182 Philanthropy and Other Support 184 Africa’s NGOs 187 Fair Trade and Social Enterprise in Africa 188 A Focus on Two Countries 189 In Summary 221 CHAPTER 10 Middle East and North Africa (MENA) Tariq H. Cheema 223 The Current Landscape 225 Historical Context 227 Faith-Based Giving 228 The Paradigm Shift 231 The Mohammed bin Rashid Al Maktoum Foundation 232 The Arab Foundations Forum 233 The World Congress of Muslim Philanthropists 234 In Summary 236 CHAPTER 11 Asia YoungWoo Choi and Usha Menon, with an Introduction by Bernard Ross 239 Korea by YoungWoo Choi 242 Singapore by Usha Menon 255 In Summary 265 CHAPTER 12 India Usha Menon and Anup Tiwari 267 The Demographics of India 267 The Nonprofi t Sector in India 269 In Summary 288 PART II Overall Topics in Giving 291 CHAPTER 13 Major Donors Angela Cluff and Paula Guillet de Monthoux 293 Global Wealth 293 Where Are the Rich People? 294 Who Gives? 296 How Do NGOs and INGOs Go About It? 300 The Rich Will Save Us All—Philanthrocapitalism 306 In Summary 313 CHAPTER 14 Globarity—The Impact of Social Media on Global Solidarity Marcelo Iñarra Iraegui and Ashley Baldwin 315 The “We” without Borders 317 The Individual as King of the Crowd Empire: Is Crowdfunding a Threat to NGOs or an Opportunity? 320 No More Sweeping Things under the Rug 323 The Social Speed of Light 327 Transcending Space: Connecting the Global Community 330 In Summary 338 CHAPTER 15 Innovation—The Only Competitive Advantage Bernard Ross with research from Sudeshna Mukherjee 341 Why Is Innovation So Important? 342 Who Is Innovative? 343 How Do Charities Become Innovative? 346 How to Improve Innovation? 353 In Summary 355 CHAPTER 16 The Charity Giants Rebecca Mauger 357 Market Drivers 359 Competitive Drivers 359 Cost Drivers 360 Government Drivers 360 Common Themes from the Case Studies in This Chapter 368 In Summary 370 About the Editors 373 About the Contributors 375 Index 383

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Book SynopsisNonprofits are communicating more often and in more ways than ever before . . .but is anyone paying attention? In her follow-up to The Nonprofit Marketing Guide: High-Impact, Low-Cost Ways to Build Support for Your Good Cause, Kivi Leroux Miller shows you how to design and implement a content marketing strategy that will attract people to your cause, rather than begging for their attention or interrupting them with your communications. Youll learn how to plan, create, share, and manage relevant and valuable content that inspires and motivates people to support your nonprofit in many different ways. Inside: Eye-opening look at how nonprofit marketing and fundraising is changing, and the perils of not quickly adapting Up-to-date guidance on communicating in a fast-paced, multichannel world How to make big-picture strategic decisions about your content, followed by pragmatic and doable tactics on everything from editorial calendars to repurpTable of ContentsForeword xxi Preface xxv What Is Content Marketing? xxv It’s a Long Trek xxvi Stop, Think, and Discuss xxvii Acknowledgments xxix About the Author xxxi Part One Finding a New Path: The Power of Content Marketing 1 1 Hearing the Call of the Wild: The Case for Changing Your Communications Approach 3 The End of the Target Audience 4 Participants, Supporters, and Influencers: Your PSIs 6 Seismic Shifts Affecting Your Marketing Strategy 7 Media Shifts: More Channels, More Choices, More Power to Decide 7 Demographic Shifts: The Four Generations of Your PSIs 13 How Each Generation Views Philanthropy 14 How Media and Demographic Shifts Affect Communications Choices 17 Why You Need to Respond to These Shifts 19 The Inner Angel–Inner Bookkeeper Problem 20 Why It Matters: Your PSIs Decide Relevance, Not You 21 2 Understanding This Trek: How Content Marketing Is Different 23 The Theory of Change for Nonprofit Content Marketing 24 How to Stop Interrupting and Start Attracting 25 How Inbound and Outbound Communications Work Together 28 Communications at Volunteer Match before and after Content Marketing 28 Nonprofit Communications with and without a Content Strategy 30 Focusing Less on Channels and More on Reactions 32 Example: Remaking a Newsletter Using Content Marketing 33 The Power of Becoming a Favorite Nonprofit 35 Finding Your Nonprofit’s Marketing Maturity Level 36 Why It Matters: Favorite Organizations Win 43 3 Planting Your Flag at the Destination: Setting Content Marketing Goals and Measuring Progress 45 Why Are You Communicating in the First Place? 46 Starting Your Goals Discussion: The Relative Importance of Short-Term Fundraising 48 Fundraising Communicators versus Community or Brand-Building Communicators 58 Aligning Your Goals with What Defi nes Success 59 Measuring Content Marketing Progress: Are We There Yet? 62 Measuring Exposure versus Engagement 63 Five Ways to Measure Marketing 64 Setting SMART Objectives 68 Why It Matters: Goals Get You Moving 71 Part Two Who Will Go with You: Redefining Your Marketing Relationships 73 4 Making Friends on the Trail: What Supporters, Participants, and Influencers Want from You 75 Why People Give, Volunteer, and Advocate 76 What Supporters Want from You 80 What Volunteers Want from You 82 What Advocates Want from You 85 What Influencers Want from You 87 Reaching Overlooked Program Participants 91 How Your Needs and Theirs Come Together 92 Leaving Content Cairns for People at Different Stages 96 Why It Matters: They Are Your Partners, Not Your Audience 100 5 Deciding on Your Trail Name: The Voice and Style You Want to Be Known For 101 Picking Your Content Personality or Voice 102 Customizing Your Voice with Tone and Style 109 Taking on Big, Serious Issues in a Funny Voice 111 Bringing Out Your Personality in Social Media 112 No Matter Your Personality, Add the Three G’s 113 Why It Matters: You Need Them to Recognize You 115 6 Carrying the Load: How to Staff Your Content Marketing Strategy 117 The Role of the Nonprofit Communications Director 118 Helping Staff Understand the Basics 120 Creating a Culture Where Everyone Is a Marketer 122 Facilitating a Board Retreat on Marketing 125 An Easy Way Others Can Help: Storytelling Stringers 127 Supporting Your Team with a Marketing Bank 128 Creative Briefs and Job Requests 133 Dealing with Resistance 136 Why It Matters: You Can’t Do It as Well Alone 137 Part Three Envision the Journey: Preparing Your Content Marketing Plan 139 7 Mapping It Out: Sketching Out Your Big Picture Communications Timeline 141 Identifying Big Events and Milestones 142 Identifying Your Primary Calls to Action 143 Identifying Your Major Story Arcs 146 The Big Picture Communications Timeline for Lillian’s List 154 Why It Matters: You Have to Get Your Story Straight 157 8 What You’ll Talk About: Deciding on the Core Topics You Want to Be Known For 159 Developing Your List of Core Topics or Themes 160 Three Kinds of Content: Evergreens, Perennials, and Annual Color 161 Reliable Evergreens: Content with Staying Power 162 Perennial Favorites: Long-Term Content You Actively Tend 168 Annual Color: Short-Term, Splashy Content 171 Combining Your Priorities with Their Interests 171 Putting Some Cheese Sauce on That Broccoli 173 Why It Matters: Good Conversation Requires Substance 174 9 Building Your Itinerary: Designing Your Editorial Calendar and Adding Your Original Content to It 177 You, the Media Mogul 178 Why You Need an Editorial Calendar 179 Finding the Right Tracking Process 181 Organizing Your Editorial Calendar 183 Using Spreadsheets and Calendars Together 184 Planning Ahead: How Far Out Should You Look? 188 Letting Your Editorial Calendar Evolve 189 Planning a Reasonable Amount of Content 190 Selecting Communications Channels: The Big Six 193 Finding the Right Frequency of Communications 196 Producing Good Content Takes Time, So Choose Wisely 197 Still Not Sure? Start Here 199 How Much to Map, How Much to Merge 199 Using Editorial Meetings for Final Calendar Decisions 200 Why It Matters: You Need a Dynamic Plan 202 10 Conserving Energy on the Trail: Repurposing Your Original Content 203 Making One-Third of Your Content Repurposed 204 It’s Not Cheating; It’s Media Mogul Genius 204 Determining What’s Ripe for Repurposing 206 Five Favorite Ways to Repurpose Content 207 Seventeen More Ways to Repurpose Your Content 213 Repurposing Challenge: Getting More Mileage from an Awards Program 215 Using Technology to Reheat and Remix 217 Why It Matters: Repurposing Saves Lots of Time 217 11 Handling Surprises along the Way: How to Merge in What You Can’t Plan 219 Preparing for Serendipity and Surprises 220 Little Bets: Getting Creative and Other Experiments 220 Letting a Little Bet Grow into a Way of Life 224 Newsjacking: Taking Advantage of the Headlines 224 How the Firelight Foundation Newsjacked the Facebook IPO 228 Crisis Communications: Responding to Bad News 229 Why It Matters: You Really Can Predict the Unpredictable 232 Part Four Set Out on Your Trek: Implementing Your Content Marketing Strategy 233 12 Living in the Moment: Create Relevant Content for Here and Now 235 The Six R’s: How to Be Relevant 236 Bringing the Six R’s Together 248 Why It Matters: We Pay Attention Only to What’s Relevant 251 13 Your Swiss Army Knife: Reliable Nonprofit Content That Always Works 253 Eleven Favorite Types of Articles 253 Focusing on Results 257 Giving Your Supporters a Role in the Story 260 Telling a Posthole Story 261 Dressing Up Your Dogs 262 Writing the Headline First 264 Why It Matters: Don’t Struggle, Do What Works 266 14 Foraging and Filtering: Curating Content Created by Others 267 Reasons to Shine a Light on the Good Work of Others 268 Finding Content to Curate 270 Sharing Curated Content 273 Always Give Credit—You’re a Curator, Not a Thief! 274 Using Conversation as the Content, Both Created and Curated 275 Curating User-Generated Content 275 Lessons on Curating User-Generated Content 278 Why It Matters: They Are Smarter Than You Are 279 15 The Best Trail Mix Recipe Ever: Adding Metaphors and Humor to Your Communications 281 Why Nonprofits Need Metaphors 282 Coming Up with the Right Metaphor for Your Organization 284 Twenty-Five Metaphors for Your Nonprofit 286 Twelve Worn-Out Metaphors Your Nonprofit Should Avoid 289 Using Humor in Nonprofit Communications 290 Why Funny Works 292 Connecting with Humor 293 Why It Matters: Creativity Pays Off with Greater Engagement 295 16 High Tech on the Trail: How Technology Helps You Implement Your Content Marketing Strategy 297 The Right Technology Is Part of Your Staffing Strategy 297 Some of My Favorite Tech Tools 302 Why It Matters: They Expect a Good Experience 303 Part Five The Right Provisions for the Journey: What You Need to Know about the Channels You Choose 305 17 Websites 307 What’s Different about This Communications Channel 307 Seven Ways to Make Your Content Work Here 308 Seven Mistakes to Avoid 309 Five Great Examples to Learn From 310 18 Blogs 313 What’s Different about This Communications Channel 313 Seven Ways to Make Your Content Work Here 313 Seven Mistakes to Avoid 315 Five Great Examples to Learn From 316 19 Email 317 What’s Different about This Communications Channel 317 Seven Ways to Make Your Content Work Here 317 Seven Mistakes to Avoid 319 Five Great Examples to Learn From 320 20 Print Newsletters 323 What’s Different about This Communications Channel 323 Seven Ways to Make Your Content Work Here 323 Seven Mistakes to Avoid 324 Five Great Examples to Learn From 326 21 Facebook 329 What’s Different about This Communications Channel 329 Seven Ways to Make Your Content Work Here 330 Seven Mistakes to Avoid 330 Five Great Examples to Learn From 331 22 Twitter 333 What’s Different about This Communications Channel 333 Seven Ways to Make Your Content Work Here 333 Seven Mistakes to Avoid 335 Five Great Examples to Learn From 336 23 Google+ 337 What’s Different about This Communications Channel 337 Seven Ways to Make Your Content Work Here 338 Seven Mistakes to Avoid 339 Five Great Examples to Learn From 339 24 Video 341 What’s Different about This Communications Channel 341 Seven Ways to Make Your Content Work Here 342 Seven Mistakes to Avoid 343 Five Great Examples to Learn From 344 25 Images 345 What’s Different about This Communications Channel 345 Seven Ways to Make Your Content Work Here 345 Seven Mistakes to Avoid 346 Five Great Examples to Learn From 347 Contents xvii 26 Pinterest 351 What’s Different about This Communications Channel 351 Seven Ways to Make Your Content Work Here 352 Seven Mistakes to Avoid 353 Five Great Examples to Learn From 354 27 Mobile Devices 357 What’s Different about This Communications Channel 357 Seven Ways to Make Your Content Work Here 357 Seven Mistakes to Avoid 359 Five Great Examples to Learn From 360 Conclusion: Don’t Go If You Won’t Have Fun 363 Nonprofits Included in This Book 365 References 369 Index 377 Figures and Tables Figures 1.1 Distribution of New Donors by Age in Two Origin Channels: 2010 Medians 19 2.1 Theory of Change for Nonprofit Marketing 25 3.1 How Nonprofit Communicators Describe Their Positions and Goals 47 3.2 Average Total Donations by Age Group 50 3.3 Number of People in the United States Aged Fifty-Five to Eighty-Five, 2000–2050, by Generation 51 3.4 Donor Pools by Generation 53 3.5 Volunteer Rates by Age Group, 1974–2010 54 3.6 Most Important Goals for Nonprofit Communications Strategies in 2013 56 3.7 Ranking Acquisition versus Retention among the Top Three Goals 60 4.1 What Motivates People to Get Involved in a Social Issue or Cause? 79 4.2 Engagement Pyramid 93 7.1 Big Picture Communications Timeline 142 7.2 Big Picture Communications Timeline: Events out of Your Control 144 7.3 Big Picture Communications Timeline: Events within Your Control 144 7.4 Big Picture Communications Timeline: Main Calls to Action 147 7.5 Big Picture Communications Timeline: Story Arcs 152 7.6 Lillian’s List Timeline 155 8.1 Big Picture Communications Timeline: Core Topics by Content Category 163 8.2 Big Picture Communications Timeline: Core Topics by Content Category and Time of Year 170 9.1 Content Plan Spreadsheet Page for Nonprofit Marketing Guide 185 9.2 Editorial Calendar for Nonprofit Marketing Guide 187 9.3 How Nonprofits Ranked Communications Channels in 2013 193 9.4 Very Important Communication Channels for Nonprofits with Large and Small Budgets 195 9.5 Types of Content Nonprofits Expect to Produce in 2013 198 11.1 Life of a News Story 225 11.2 How to Newsjack 227 12.1 Washington Humane Society ’s Hurricane Sandy Email 249 Tables 1.1 Generations by Birth Year 14 1.2 How Each Generation Relates to Nonprofits 15 2.1 Nonprofit Communications with and without a Content Marketing Strategy 31 3.1 Most Popular Goal Combinations for Nonprofit Communicators in 2013 57 8.1 Tabby Cat Rescuers Core Topics by Content Category 164 9.1 Sample Editorial Calendar for a Monthly Email Newsletter 181 9.2 Relative Importance of Communications Channels to Nonprofits 194 10.1 The Archie Bray Foundation’s Email Open and Click Rate, December 27, 2011 208 10.2 The Archie Bray Foundation ’s Email Open and Click Rate, November 8, 2012 210 10.3 The Archie Bray Foundation ’s Email Open and Click Rate, December 12–13, 2012 211 10.4 The Archie Bray Foundation ’s Email Open and Click Rate, December 31, 2012 211

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Book SynopsisPractical tools and techniques to incorporate ethical standards and practices in nonprofit fundraising Nonprofit Fundraising Strategyis a helpful and inspiring resource for nonprofits large and small, young and mature, local and international. The insightful guidance and case studies found within these pages will help you understand how to address specific ethical issues within your nonprofit and leave plenty of food for thought and discussion. Adds new materials on new business practice codes, the Ethics Assessment Inventory, coverage of new ethics standards Now includes an ethics assessment tool on the Ethical Fundraising, Second Edition companion website Considers essential topics including: appearance of impropriety, rights of donors, tainted money, using donations as intended, choosing a leadership role, ethical decision-making, restoring public confidence in the nonprofit sector, and the ethics of grant making and grant seeking Table of ContentsAcknowledgments xiii About the Editor xv Contributing Authors xvi Foreword xvi Andrew Watt xvii Preface: Ethical Will xix Robert L. Payton Introduction xxv Chapter 1 Fundraisers and the Good Life 1 Paul C. Pribbenow, PhD, CFRE Defining the Virtues 6 Obstacles to Living the Good Life 10 Growing as Ethical Fundraisers 13 About the Author 14 Chapter 2 The Appearance of Impropriety 17 Dianne Lister, LLB, CFRE The Link between Ethics and Fiduciary Duty 18 Reputation Management and Impropriety 19 Conflict of Interest and the Appearance of Impropriety 21 The Continuum of Suspect Behavior 24 A Test for Impropriety beyond Conflict of Interest 27 A Word about Diversity 30 Common Rationalizations 30 In Defense of Impropriety 31 About the Author 32 Chapter 3 Rights of Donors 35 James M. Greenfield, ACFRE, FAHP Is It Donor Relations or Donors’ Rights? 36 A Donor Bill of Rights 39 Stewardship of Donors’ Rights 48 Conclusion 50 About the Author 50 Chapter 4 Public Privacy: An Exploration of Issues of Privacy and Fundraising 53 Eugene A. Scanlan The ‘‘Right’’ to Privacy 56 The Internet Explosion 57 Privacy and Security 59 Donors’ Rights, Fundraisers’ Responsibilities 60 The Dilemma of Privacy 61 Prospecting for Donors 62 Donors and Donor Interest 66 Gift Restrictions 67 Donor Wishes about Privacy of Information 68 Controversial Donors 70 Inside Your Organization 71 Donor Recognition 72 Databases 73 Some Principles 74 About the Author 76 Chapter 5 Tainted Money 79 Eugene R. Tempel, EdD Definitions of Tainted Money 80 The AFP Code of Ethical Principles and Standards and Tainted Money 87 Tainted-Money Dilemmas 95 Policies and Procedures for Dealing with Tainted Money 104 Conclusion 106 About the Author 107 Chapter 6 Compensation 111 Paulette V. Maehara, CFRE, CAE Impact of Professional Ethics and Standards 111 Acceptable Compensation and Incentives 119 The AFP Code and Business 123 About the Author 123 Chapter 7 Using Donations as Intended 127 Paul Marcus, LLB, CFRE Before the Gift 128 After the Gift 133 Conclusion 138 About the Author 139 Chapter 8 Ethical Considerations of Making the Ask 141 Jerry Rohrbach, CFRE, ChFC What Is at the Heart of Soliciting Gifts? 141 How Are You Approaching Donor Prospects for Gifts? 142 What Solicitation Laws and Regulations Does a Charity Need to Comply With? 150 What Policies Create the Best Environment for Making the Ask? 154 About the Author 159 Chapter 9 Honesty and Full Disclosure 161 Samuel N. Gough Jr., CFRE Honesty 164 Full Disclosure 170 Conclusion 180 About the Author 181 Chapter 10 Choosing a Leadership Role: A Vision for Action 185 Barbara A. Levy, ACFRE Step 1: Initiating Dialog 189 Step 2: Dissemination and Promulgation 199 Teaching Steps to Ethical Decision Making 201 The Plan for Dissemination 204 Public Affairs and Public Policy 208 About the Author 211 Chapter 11 The Context and Development of International Codes and Standards 213 Andrew Watt, FInstF Civil Society and Globalization: Two Key Influences on the Development of Regulatory and Self-Regulatory Structures 214 Civil Society 216 Moving Towards Regulation of Nonprofits in a Global Society 218 Cross-Border Regulation 219 Accountability 222 Self-Regulation 223 Fundraising Associations and Their Differing Approaches to Self-Regulation 226 Dutch Code of Conduct for Fundraisers 227 French Code of Professional Ethics 228 International Codes of Professional Ethics 231 About the Author 232 Chapter 12 Turning a Profit in the Nonprofit World: The Ethical Responsibilities of Businesses in the Fundraising Sector 235 Owen Watkins Standard No. 14 238 Standard No. 7 239 About the Author 242 Chapter 13 Ethical Decision Making 245 Janice Gow Pettey Frameworks for Ethical Decision Making 246 Codes, Creeds, and Standards 249 About the Author 253 Chapter 14 Between the Real and the Ideal: A Meditation on the Future of Ethical Reflection for Philanthropic Fundraisers 255 Paul C. Pribbenow, PhD Philanthropy Is a Public Practice 258 Fundraising as Vocation 259 Reflective Practice 260 About the Author 261 Chapter 15 Assessing Ethical Fundraising: The Creation and Use of the AFPEthics Assessment Inventory 263 Robert Shoemake Background 264 Building the AFP Ethics Assessment Inventory 264 Critical Dimensions of Ethical Fundraising 267 Taking the AFP Ethics Assessment Inventory 269 Using the AFP Ethics Assessment Inventory 273 What We Are Learning 276 Frequently Asked Questions (FAQs) 277 About the Author 279 Chapter 16 Regulation, Ethics, and Philanthropy 281 Audrey Kintzi, Cathlene Williams Content Presentations 282 Discussion Summaries 286 Case Studies 298 About the Authors 303 Chapter 17 Leadership, Governance, and Giving 305 Robert Fogal Content Presentations 305 Discussion Summaries 319 About the Author 323 Chapter 18 Both Sides Now: The Ethics of Grantmaking and Grantseeking 325 Bruce Sievers, PhD The Trust Relationship 327 The Grants Process 328 Accountability 331 Public Goods 334 About the Author 338 Chapter 19 Ethical Relationships between Grantees and Funders 343 Carleen K. Rhodes, CFRE First: Ethics Needs to Be Viewed as a Bottom-Line Issue for Nonprofits and Foundations Alike 344 Second: We Need to Actively Practice Our Ethical Principles 347 Third: We’re at the Same Table 350 Fourth: While Most of Us Have Accepted the Challenge of Striving to Be Personally and Institutionally Ethical and Accountable, We Have a Much Larger Ethical Obligation across the Sector and Society That Requires Time and Attention 351 One Final Point 352 About the Author 352 Chapter 20 Regulation in the Nonprofit Sector: Symbolic Politics and the Social Construction of Accountability 355 Robert D. Herman Perspectives on Regulation 356 Ethics and a Culture of Integrity 362 About the Author 364 Chapter 21 Restoring Public Confidence in the Nonprofit Sector 367 William A. Schambra Public Confidence 369 Faith-Based Institutions in the Nonprofit Sector 372 An Approach for the Future 376 About the Author 377 Appendix A Ethical Codes and Standards: Association of Fundraising Professionals (AFP) Code of Ethical Principles 379 Association for Healthcare Philanthropy (AHP) Statement of Professional Standards and Conduct Association of Professional Researchers for Advancement (APRA) Statement of Ethics (Revised August 2004) American Society of Association Executives (ASAE) Standards of Conduct Council for Advancement and Support of Education (CASE) Statement of Ethics ePhilanthropy Code of Ethical Online Philanthropic Practices Giving USA Foundation Standards of Practice and Code of Ethics: Professional Code of Ethics Independent Sector: Obedience to the Unenforceable Model Standards of Practice for the Charitable Gift Planner The Salvation Army Fundraising Code of Ethics Statement of Ethics and Accountability for Washington Grantmakers Appendix B Websites for International Fundraising Codes of Ethics and Standards 423 Appendix C Statement of Values and Standards for Excellence of the Tucson Symphony Society dba Tucson Symphony Orchestra 427 Introduction Statement of Values References 435 Index 443

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Book SynopsisThe Tax Translator offers much needed advice and guidance on tax compliance for institutions of higher learning College and university officials often are unaware of their institutions'' tax obligations. Especially for institutions without designated tax compliance officers, the consequences of such ignorance can devastating. Based on its author''s decades of experiences as a tax manager at three universities, this handbook was written for all university staff involved with tax compliancefrom the account clerk in the Accounts Payable Department, up through vice presidents, controllers, treasurers and directors. Steve Hoffman explains the core principles and practices that inform current tax policy and develops a framework for building a system for effective tax compliance, reporting and filing. Satisfies the urgent demand for timely, authoritative advice and guidance on a area of increasing concern for colleges and universities Sheds new light on the imTable of ContentsPreface xiii Acknowledgments xxi About the Author xxiii 1 Awareness 1 Defining Tax Exempt 1 The Six Steps of Tax Compliance 2 The Five Things You Need to Do First 4 Task 1: Look at Management 4 Task 2: Assess the Current State of Your Tax Compliance Program 5 Task 3: Develop a Team Approach 7 Getting a Hold on the Process 7 The IRS Is Paying Attention 9 Why You Should Care 12 Task 4: Assess Your Risk 13 Task 5: Review IRS Communications 17 Open Them! 17 Statistics on Tax Staff 19 The Different Kinds of Tax 20 Employment Tax: The First Tax to Know about Because It’s the Largest One for Your University 20 Unrelated Business Income Tax (UBIT): Not a Distant Cousin Tax but a Close Relative to You Tax 21 Sales Tax: It Is Close to Home 21 Excise, or Exercise-Your-Checkbook Tax 22 Borrowed Money Can Mean Tax, Too 22 Overseas (International) Tax 22 In Summary: Build Your Village 24 2 Identification 25 Steps in Identifying Your Needs 26 Independent Contractors 27 Unrelated Business Income Tax (And What Does Macaroni Have to Do With It?) 30 UBIT Applies to All and Can Be Necessary 31 It’s Okay to Have Unrelated Business Income 32 The IRS Cares about UBIT 32 The Three Tests for UBIT 34 The Trade, or Business, Test 35 Regularly Carried on Test 36 The Not Substantially Related Test 37 Advertising Is Always Subject to UBIT 40 Things You Generally Don’t Have to Worry About: Common Exceptions to UBIT 40 Convenience Exception 41 Go Ahead, Ask Around: The UBIT Questionnaire on Campus 41 Allowable Deductions from UBIT 43 Allocating Expenses: The IRS Hasn’t Clarified 43 Unrelated Debt-Financed Income: Got a Bonded Building? 45 Research as UBIT 45 Foreign Students: The IRS Calls Them Nonresident Aliens 46 Sales Tax 48 Identifying Sales Tax Savings in Other States 50 Employment Tax and Fringe Benefits 50 Excise Tax 52 Overseas and International Tax 53 In Summary 54 3 Compliance 55 Policies 56 Enforcing Policies 58 Give Them the Right Tools for the Job 60 Centralize the Tax Responsibilities 63 Keep Tax at the Forefront of Your Mind 64 Fringe Benefits 67 No Additional Cost Services 68 Qualified Employee Discounts 69 Working Condition Fringes 69 De Minimis Fringes 70 Qualified Transportation Fringes 71 Examples of Common Fringe Benefits 72 University-Owned Automobiles 72 University-Owned Airplanes 73 Professional Dues, Publications, and Meetings 73 Travel and Entertainment Expense Reimbursements 73 Supper Money and Taxi Fares 74 Gifts and Awards 74 Athletic Facilities 74 Spousal Travel 75 Free or Discounted Theater or Athletic Tickets 75 Club Memberships 76 Domestic Partners 77 Leave Donation or Sharing Programs 77 Cell Phones 77 In Summary 78 4 Reporting 81 Questions About Reporting Tax Obligations, Answered 81 When are the Tax Deposits and Tax Forms Due? 82 Who Is Preparing the Tax Forms? 82 How Do You Know They Are Done? 83 How Do You Learn about Lapses of Reporting? 83 When Reporting Begins 84 Payments to Human Research Subjects 85 Getting People Used to Thinking About Taxes 86 The Tax Calendar 87 In Summary 89 5 Monitoring 91 Policies And Procedures 92 Consistency and Ease of Use 93 Provide Multiple Paths to Information 94 Simulated Audit 98 Your Tax Manager Position 99 In Summary 100 6 Tax Nirvana 103 The Land of “ahh . . . ” 103 You Can Finally Rest 104 Passing the Baton to You 105 The Tax Pyramid Compliance Program Steps, Simplified 106 Awareness Simplified 107 Identification Simplified 107 Compliance Simplified 108 Monitoring Simplified 108 Reporting Simplified 108 Tax Nirvana Simplified 108 In Summary 109 7 Your Audit Defense 111 Building An Audit Defense 111 Setting the Tone 112 Types of Audits 114 Before the Audit 115 During the Audit 116 After an Audit 122 You Don’t Have to Go It Alone 125 Hire a Tax Manager 125 Centralize All Tax Reporting Functions to the Extent You Can 125 Monitor and Control Tax Compliance at Your University 126 Getting Your Bearings 126 Concluding Remarks 129 Appendix 131 What a VP Wants from a Tax Manager 131 A Knowledgeable Tax Staff That Understands Laws and Regulations as They Apply to Higher Education 132 A Tax Staff That Understands They Work for the University, Not the IRS 132 A Tax Staff with a Calm Approach 133 A Tax Staff That Solves Problems Creatively 133 A Tax Staff with Personal Detachment 134 A Tax Staff Willing to Work with Others to Achieve Reasonable Results in a Tax Issue 134 A Tax Staff Willing to Accept Risk 135 A Tax Staff That Knows the CEO/CFO Is in Charge 135 A Tax Translator Guide to UBIT Determination 137 UBIT Compliance Checklist 160 Unrelated Business Income 160 Description of Activity 162 General 162 Advertising and Sponsorship 163 Services 164 Products 165 Rental Arrangements 165 Rental of Property 165 Foreign Activities 166 Foreign Accounts 166 Foreign Offices 167 Foreign Grants 167 Foreign Employees 167 Investments in Foreign Entities 168 Other State Activities 168 Commercially Sponsored Research 168 Partnerships and Joint Ventures 169 Activities/Expenditures 169 Political 169 Definition 169 Lobbying 169 Definition 170 University of Central Florida UBIT Questionnaire 172 University of Notre Dame UBIT Questionnaire 175 Index 177

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Book SynopsisOffering a new framework for nonprofit brand management, this book presents the Brand IDEA (Integrity, Democracy, and Affinity). The framework eschews traditional, outdated brand tenets of control and competition largely adopted from the private sector, in favor of a strategic approach centered on the mission and based on a participatory process, shared values, and the development of key partnerships. The results are nonprofit brands that create organizational cohesion and generate trust in order to build capacity and drive social impact. The book explores in detail how nonprofit organizations worldwide are developing and implementing new ways of thinking about and managing their organizational brands.Table of ContentsList of Figures, Tables, and Exhibits vii Foreword by Christopher Stone, president, Open Society Foundations ix Introduction xiii PART 1: CONTEXT, CONCEPTS, AND BUILDING BLOCKS CHAPTER 1: WHAT IS DRIVING THE PARADIGM SHIFT AND BRAND IDEA FRAMEWORK 3 CHAPTER 2: WHAT IS A BRAND ANYWAY, AND WHY SHOULD YOU MANAGE IT? 21 CHAPTER 3: WHAT YOU NEED TO KNOW: REVIEWING THE BUILDING BLOCKS OF BRAND 37 CHAPTER 4: WHY THE SKEPTICS HAVE IT WRONG: UNDERSTANDING THE ROLE AND BENEFITS OF BRAND 51 PART 2: GETTING THE BRAND IDEA CHAPTER 5: BRAND INTEGRITY 65 CHAPTER 6: BRAND DEMOCRACY 83 CHAPTER 7: BRAND AFFINITY 97 PART 3: PUTTING THE BRAND IDEA INTO ACTION CHAPTER 8: IMPLEMENTING THE BRAND IDEA: WHAT TO DO AND HOW TO DO IT 119 CHAPTER 9: THE BRAND IDEA IN SPECIFICSITUATIONS 153 CONCLUSION: YOU CAN DO IT! 171 References 179 Individuals Interviewed and Organizations Cited 189 The Authors 197 Acknowledgments 199 Index 203

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Book SynopsisOriginally published by Stevenson, Inc., this practical resource provides libraries with tips, techniques, and best practices to plan and execute effective fundraising events. In addition to step-by-step procedures, this resource also provides useful checklists and worksheets as well as fundraising event profiles used by various libraries to generate needed funds. Important topics covered include: Fundraising essentials Checklist guide for planning a gala Key questions for first-time events Budget saving tips Annual special events Effective silent auctions Event sponsors Boosting sponsorship revenue Press releases Documenting events Catering Guest engagement Post-event follow-up Event evaluation Marketing and promotion Please note that some content featured in the original version of this title has been removed in this publis

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Book SynopsisOriginally published by Stevenson, Inc., this practical resource covers a wide variety of strategies to help garner more attention and support for nonprofit events. In addition to tips, techniques, and best practices, it includes examples successfully used by other nonprofit organizations and associations. Important topics covered include: Event publicity Leveraging important dates and anniversaries Employee retirement Awards Supporter engagement Celebrity involvement Grand openings Guest engagement Holiday events Fundraising Organization and planning Please note that some content featured in the original version of this title has been removed in this published version due to permissions issues.

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Book SynopsisA comprehensive guide to public sector collaboration with private and nonprofit organizations for better service delivery Governing Cross-Sector Collaboration tackles the issues inherent in partnerships with nongovernmental actors for public service delivery, highlighting the choices available and the accompanying challenges and opportunities that arise. Based on research, interviews with public, private and nonprofit sector leaders, and considerable analysis of organizations involved in public-private-nonprofit collaborations, the book provides insight into cross-sector collaboration at the global, federal, state, and local levels. Through an examination of the primary modes of cross-sector collaboration, including collaborative contracting, partnerships, networks, and independent public services providers, the book presents a clear case for how public managers can assess the trade-offs and use these options to improve public service delivery. Nonprofit organizationsTable of ContentsAcknowledgments ix Foreword by Ron Carlee xi Introduction xv Part One: Choosing Cross-Sector Collaboration 1 One: Dimensions of Cross-Sector Collaboration 3 Two: The Rationale for Cross-Sector Collaboration 31 Three: Contracting and Collaborating 57 Four: Cross-Sector Partnerships and Public-Private Partnerships 85 Five: Network Governance 111 Six: Independent Public-Services Providers: A New Potential Collaborator 139 Seven: Analyzing Cross-Sector Collaboration Options 167 Part Two: Managing Cross-Sector Collaboration 207 Eight: The Need for a New Model of Public Administration 209 Nine: Leadership Implications in Cross-Sector Collaboration 229 Ten: Fostering Democratic Accountability 251 Eleven: Developing Government Capacity for Cross-Sector Collaboration 279 Twelve: The Future of Cross-Sector Collaboration 297 Notes 313 References 317 The Authors 339 Index 341

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Book SynopsisA unique approach to policy implementation with essential guidance and useful tools Effective Implementation in Practice: Integrating Public Policy and Management presents an instrumental approach to implementation analysis. By spanningpolicy fields, organizations, and frontline conditions in implementation systems, this book provides a robust foundation for policy makers, public and nonprofit managers and leaders. Detailed case studies enable readers to identify key intervention points, become more strategic, and improve outcomes. The engaging style and specific examples provide a bridge to practice, while diagrams, worksheets, and other tools included in the appendix help managers apply these ideas to team meetings, operational planning, and program assessment and refinement. Policy and program implementation is fraught with challenges as public and nonprofit leaders juggle organizational missions and stakeholder expectations while managing policy and program Table of ContentsTables, Figures, and Boxes ix The Authors xi Preface xiii Part One The Implementation Landscape 1 One Framing Implementation 5 Exploring Policy and Program Implementation 9 Defining Implementation Effectiveness 12 Unpacking Implementation Systems 16 Bringing the Analysis to Life 28 Two Conventional Perspectives on Policy and Program Implementation 35 Political Processes and Authority 37 Governance and Management 43 Policy and Program Evaluation 52 Conclusion 64 Three A New Perspective for Implementation: Strategic Action Fields 67 Introducing Strategic Action Fields 69 Core Programs 74 Unpacking Social Structures and Dynamics 82 Conclusion 96 Part Two The Implementation System at Multiple Levels 99 Four Policy Fields 103 Policy Fields in Focus 107 Analyzing the Development of the Core Program 120 Applying Policy Field Analysis 131 Conclusion 136 Five Organizations 139 Organizations in Focus 141 Analyzing the Integration of the Core Program 148 Applying Organizational Analysis 155 Conclusion 162 Six Front Lines 163 Front Lines in Focus 166 Analyzing the Application of the Core Program 174 Applying Frontline Analysis 181 Conclusion 188 Part Three The Practice of Effective Implementation 191 Seven Exploring Implementation in Practice 195 Implementation Dynamics: The Hardest Hit Fund 196 Implementation Dynamics: The Quality Rating and Improvement System 211 Opportunities for Change 222 Eight Leading Learning in Implementation Systems 225 Investigating Technical Challenges 228 Engaging Others in Adaptive Challenges 246 Bringing It All Together 259 Appendix A Policy Field Audit 261 Appendix B Policy Field Visual Diagram 263 Appendix C Program Process Flow 265 Appendix D Organization Program Integration Audit 267 Appendix E Frontline Interactions Audit 271 Appendix F Target Experiences Analysis 275 Appendix G Implementation Dynamics and Outcomes Analysis 279 Appendix H Implementation Improvement Blueprint 283 Notes 287 Bibliography 339 Index 379

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Book SynopsisPutting People First in Social Change Organizations The Talent Development Platform is about results driven talent development for social change. Written by seasoned nonprofit experts, this book provides a holisticprocess for creating an in-house training and talent development program. The Talent Development Platformoffers organizations the tools for ensuring their professional development systems are successful through regular feedback loops, tailored for learning styles, and specific to their organization. Detailed case studies provide insight into the strategies used by organizations that have implemented the Talent Development Platform, and interviews with experts in the field give readers a handle on the most current thinking. Robust resource guides facilitate the talent development process, and online access to the Talent Development Platform and assessments help streamline the workflow. Social change organizations make the most of limited resourceTable of ContentsList of Tables, Figures, and Exhibits ix Foreword by Trish Tchume xvii Preface xxi Acknowledgments xxiii About the Authors xxv Introduction 1 Chapter 1: Why Talent Development? 17 Chapter 2: The Organizational Learning Assessment 35 Chapter 3: Social Change Competencies 63 Chapter 4: Creating Job Descriptions 83 Chapter 5: Mapping Competencies and Proficiency Levels to Job Descriptions 133 Chapter 6: The Individual Professional Development Assessment 195 Chapter 7: The Individual Learning Styles Assessment 233 Chapter 8: Developing Organizational Goals and Setting Objectives 261 Chapter 9: Setting Individual Goals and Objectives 293 Chapter 10: Implementing the Plan 309 Chapter 11: Organizational Evaluation and Performance Assessment 363 Guide 1: Third-Party Professional Development Options 405 Guide 2: Talent Investing: Raising and Granting Funds to Develop Social Change Leadership by Rusty Stahl 485 Guide 3: A Practical Guide on Intercultural Competence for Nonprofit Managers by Alexis S. Terry 511 References 533 Index 547

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Book SynopsisThe leading program evaluation reference, updated with the latest tools and techniques The Handbook of Practical Program Evaluation provides tools for managers and evaluators to address questions about the performance of public and nonprofit programs. Neatly integrating authoritative, high-level information with practicality and readability, this guide gives you the tools and processes you need to analyze your program''s operations and outcomes more accurately. This new fourth edition has been thoroughly updated and revised, with new coverage of the latest evaluation methods, including: Culturally responsive evaluation Adopting designs and tools to evaluate multi-service community change programs Using role playing to collect data Using cognitive interviewing to pre-test surveys Coding qualitative data You''ll discover robust analysis methods that produce a more accurate picture of program results, and learn hoTable of ContentsFigures, Tables, and Exhibits ix Preface xv The Editors xxi The Contributors xxv Part One: Evaluation Planning and Design 1 1. Planning and Designing Useful Evaluations 7Kathryn E. Newcomer, Harry P. Hatry, Joseph S. Wholey 2. Analyzing and Engaging Stakeholders 36John M. Bryson, Michael Quinn Patton 3. Using Logic Models 62John A. McLaughlin, Gretchen B. Jordan 4. Exploratory Evaluation 88Joseph S. Wholey 5. Performance Measurement 108Theodore H. Poister 6. Comparison Group Designs 137Gary T. Henry 7. Randomized Controlled Trials 158Carole J. Torgerson, David J. Torgerson, Celia A. Taylor 8. Conducting Case Studies 177Karin Martinson, Carolyn O’Brien 9. Recruitment and Retention of Study Participants 197Scott C. Cook, Shara Godiwalla, Keeshawna S. Brooks, Christopher V. Powers, Priya John 10. Designing, Managing, and Analyzing Multisite Evaluations 225Debra J. Rog 11. Evaluating Community Change Programs 259Brett Theodos, Joseph Firschein 12. Culturally Responsive Evaluation 281Stafford Hood, Rodney K. Hopson, Karen E. Kirkhart Part Two: Practical Data Collection Procedures 319 13. Using Agency Records 325Harry P. Hatry 14. Using Surveys 344Kathryn E. Newcomer, Timothy Triplett 15. Role Playing 383Claudia L. Aranda, Diane K. Levy, Sierra Stoney 16. Using Ratings by Trained Observers 412Barbara J. Cohn Berman, Verna Vasquez 17. Collecting Data in the Field 445Demetra Smith Nightingale, Shelli Balter Rossman 18. Using the Internet 474William C. Adams 19. Conducting Semi-Structured Interviews 492William C. Adams 20. Focus Group Interviewing 506Richard A. Krueger, Mary Anne Casey 21. Using Stories in Evaluation 535Richard A. Krueger Part Three: Data Analysis 557 22. Qualitative Data Analysis 561Delwyn Goodrick, Patricia J. Rogers 23. Using Statistics in Evaluation 596Kathryn E. Newcomer, Dylan Conger 24. Cost-Effectiveness and Cost-Benefit Analysis 636Stephanie Riegg Cellini, James Edwin Kee 25. Meta-Analyses, Systematic Reviews, and Evaluation Syntheses 673Robert Boruch, Anthony Petrosino, Claire Morgan Part Four: Use of Evaluation 699 26. Pitfalls in Evaluations 701Harry P. Hatry, Kathryn E. Newcomer 27. Providing Recommendations, Suggestions, and Options for Improvement 725George F. Grob 28. Writing for Impact 739George F. Grob 29. Contracting for Evaluation Products and Services 765James B. Bell 30. Use of Evaluation in Government 798Joseph S. Wholey 31. Evaluation Challenges, Issues, and Trends 816Harry P. Hatry, Kathryn E. Newcomer, Joseph S. Wholey Name Index 833 Subject Index 841

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Book SynopsisA focused, invaluable guide to nonprofit legal terminology and definitions The Bruce R. Hopkins Nonprofit Law Dictionary is a thorough professional reference for the terminology and definitions surrounding the law of tax-exempt organizations. Author Bruce R. Hopkins, the country''s leading expert in nonprofit law, draws upon 45 years of practice to deliver a true dictionary reference for attorneys specializing in nonprofit law and tax law. The book''s terminology and definitions are derived from constantly changing statutes, government agency regulations and rulings, court opinions, and government forms and instructions, with citations provided where appropriate. Modeled after a conventional dictionary, this book offers quick navigation to the information of interest, and points you toward the other Hopkins guides that provide more in-depth information should you require it. The devil is in the details, and nowhere is that statement truer than in the legal profTable of ContentsPreface vii How to Use This Dictionary ix A 1 B 41 C 56 D 101 E 127 F 148 G 186 H 199 I 206 J 233 K 237 L 238 M 256 N 270 O 284 P 294 Q 338 R 349 S 374 T 418 U 441 V 450 W 457 X 464 Y 465 Z 467 About the Author 469

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Book SynopsisThe complete guide to the basics of nonprofit financial management Let''s be honest. Most books about financial management are densely written, heavy on jargon, and light on practicality. Expert financial consultant and author Tom McLaughlin takes a different approach with his fourth edition of Streetsmart Financial Basics for Nonprofit Managers. This comprehensive guide provides effective, easy-to-use tips, tools, resources, and analyses. The light, humorous tone in Streetsmart Financial Basics for Nonprofit Managers makes it an accessible resource for nonprofit executives, board members, students, and those new to the field. This book forgoes useless, pretentious verbiage in order to outline real-world strategies that work. This edition includes: New insights, updates, vignettes, case studies, and examples to deal with the implications of nonprofit financial management An examination of nonprofit business models in relation to growing demaTable of ContentsPreface xiii Acknowledgments xvii Note to Reader xix PART ONE Analysis 1 CHAPTER 1 Structure of Nonprofit Organizations 3 Corporations 3 Programs 6 Hybrid Corporations 8 Loss of Tax-Exempt Status: The Monster Within 14 CHAPTER 2 Mission: Managing Your Two Bottom Lines 17 The Role of a Value System 18 The Nonprofit’s Dilemma and How to Solve It 20 CHAPTER 3 Accounting as a Second Language: A Nine-Point Program 23 The Entity Principle 23 Money Measurement 24 Conservatism Principle 24 The Cost Concept 26 The Materiality Principle 27 Going Concern 29 Dual Aspect 30 Realization Principle 32 Matching Principle 33 CHAPTER 4 Assets Are for Boards, Activities Are for Managers 35 Concepts Versus Details 36 Boards Invest, Managers Spend 37 If It Has to Be Decided Today, It’s Probably the Wrong Question 38 Boards Own the Controls, Managers Implement Them 38 CHAPTER 5 Balance Sheets: How They Get That Way 39 Current Assets (from IRS Form 990, page 11) 40 Noncurrent Assets 43 Current Liabilities 45 Noncurrent Liabilities 45 Making the Balance Sheet Dance 49 Transparency, Thy Name Is IRS Form 990 52 What to Do 53 CHAPTER 6 Financial Analysis: A Few Analytical Tools 67 Financial Statement Analysis for Math Phobics 68 Current Ratio 75 Days’ Cash 77 Days’ Receivables 79 Cash Flow to Total Debt 81 Debt to Net Assets 82 Operating Margin 85 Accounting Age of Plant/Equipment (or Land, Buildings, and Equipment) 86 A Footnote 87 CHAPTER 7 Beyond the C3: Alternate Corporate Structures 89 Commonly Available Structures 92 PART TWO Accounting 95 CHAPTER 8 Nonprofit Accounting: Acknowledging the Strings Attached 97 Net Asset Categories 98 Other Provisions 99 What It All Means 99 CHAPTER 9 Cost Accounting: How Much Does It Cost? 103 A Form of Management Accounting 104 Indirect Costs 106 Certain Support Costs Get Assigned to Other Support Costs 106 Breakeven Analysis—Another Use for Cost Data 110 Cost Accounting versus Cost Reporting 113 CHAPTER 10 Auditing: Choosing and Using an Auditor 115 Audit, Review, and Compilation 117 The Auditor Market 119 Getting Value from the Audit 122 Conclusion 124 PART THREE Operations 125 CHAPTER 11 Cash Is King 127 Up the Balance Sheet 128 How Much Cash Is Enough? 141 Conclusion 145 CHAPTER 12 Capital: Not a Four-Letter Word 147 Sources of Capital 148 The Mechanics of Capital Financing 150 The Present Value of Money 156 The Great Divide among Nonprofits 157 Future Access to Capital Markets 159 The Role of Net Assets 161 Strategic Capital Management 161 CHAPTER 13 Budgeting: Taming the Budget Beast 163 Playing Revenues Like a Symphony 165 Expenses 166 Conclusion 176 CHAPTER 14 Indirect Costs and Other Despised Items 177 Rules Govern Audits, Economics Rules Budgets 179 Still, It’s Low That Counts 182 Secrets of the Indirect Cost Game 185 CHAPTER 15 Managing Money-Losing Programs 191 The Origin of the Problem 192 Solutions 192 Other Sources of Value 192 Ding Ding Ding Ding Ding! 194 CHAPTER 16 The Milestones of Spending on Overhead Costs 199 CHAPTER 17 Pricing: How Much Should It Cost? 205 Pricing Methodologies 208 Going the Other Way—Contractual Adjustments and Subsidies 212 Pricing Strategies 213 How to Price 214 CHAPTER 18 Profit: Why and How Much? 217 Profit Defined 217 Uses of Profit 218 Profit—How to Get It 226 What Can Be Done 228 CHAPTER 19 To Raise More Money, Think Cows 229 Donations 230 Bequests—Cow to Charity 230 Charitable Remainder Trusts—Milk to Beneficiaries, Cow to Charity 230 Pooled Income Funds—Donors Put Their Cows in a Herd, Keep Rights to Milk 233 CHAPTER 20 Owning a Building: What’s in It for You? 235 A Three-Part Calculation 236 CHAPTER 21 Insurance: The Maddeningly Complicated Art of Covering Your Assets 239 To Insure or Self-Insure? 241 Risk Management 242 Captive Insurance Companies 245 Quality Assurance in Disguise 246 CHAPTER 22 Internal Controls for External Goals 249 The Elements of Internal Control 251 How to Monitor the System 264 Maintaining the System 266 Conclusion 268 CHAPTER 23 Scrutiny Intensifies 269 Some Predictions 272 The Growing Industry of Charity Watching 274 CHAPTER 24 Management Controls: Toward Accountability for Performance 279 Management Controls circa 1980 280 Beyond Management Controls in the Twenty-First Century: How to Do It 281 Messages 281 How to Prepare—Changes in the CFO Role 283 It’s Called Accounting for a Reason 286 Appreciate the Abrupt Change 287 Frame the New Role 288 Meet Your New CFO 288 PART FOUR Planning, Control, and Miscellaneous 289 CHAPTER 25 Finance Is Oil, Development Is Water 291 It’s All about Time 291 The Fix 293 CHAPTER 26 When Do You CFO? 295 DIY 296 The Financial Tasks Multiply 296 CHAPTER 27 Business Models and Business Plans 301 First the Model, Then the Plan 302 How to Build Your Business Model 304 What, Exactly, Is a Business Plan? 305 What Is in a Business Plan (Usually…)? 306 Start-Up Nonprofits 306 The Restructuring Nonprofit 307 New Program or Division 308 Goals Drive the Plan 309 CHAPTER 28 How to Beat the Next Recession 311 Understand the Demand Pattern for Your Services 312 Prepare for Reductions—in New Services 312 Anticipate Foundation Behavior 313 Proactively Communicate with Your Staff 314 Consider Repurposing Your Reserves 315 Stay Calm 315 Appendix A A Financial Management Cultural Primer 317 Appendix B Budget Bloopers 323 Appendix C Using the Website: Table of Contents with Commentary 327 Index 333

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Book SynopsisHow you give matters. Discover philanthropic strategies for creating transformational change. Whether you regularly donate to charity, run a small family foundation, or are responsible for millions of dollars in grants, you are a philanthropist. Delusional Altruism: Why Philanthropists Fail To Achieve Change and What They Can Do To Transform Giving looks at how you can create transformational change. It reminds us that how we give is as important as the amount we give. The author describes common practices that hinder transformational change and explains how to avoid them, ensuring that your gifts help create the impact you seek. Delusional Altruisma set of all-too-common errors in philanthropic strategycan derail a program of giving and result in a loss of efficiency and effectiveness. This book asks philanthropists and charitable organizations to consider whether they have fallen under the spell of Delusional Altruism. Are you cutting out impactful giving in order to save moneyTable of ContentsForeword xiii Introduction xvii Part I Delusional Altruism 1 Chapter 1 You Save Money on All the Wrong Things 3 Chapter 2 You are Fearful 21 Chapter 3 You Respond Too Slowly 35 Chapter 4 You Have Too Many Steps 43 Chapter 5 You are Too Overwhelmed to Take Your Next Step 51 Chapter 6 You are Fooled by Your Own Efforts 61 Chapter 7 You Ask the Wrong Questions 71 Part II Transformational Giving 79 Chapter 8 You Start with the Right Questions 81 Chapter 9 You See and Act Abundantly 109 Chapter 10 You are Fast 123 Chapter 11 You Transform Lives 141 Chapter 12 You are Unstoppable 177 Chapter 13 You Found Your North Star 195 Chapter 14 You Do What It Takes 211 Chapter 15 Get Moving: Transform Your Giving and Change the World! 225 Acknowledgments 231 About the Author 235 Index 237

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Book SynopsisA hands-on toolkit for ambitious nonprofit leaders seeking to grow their organization''s impact In Scaling Altruism: A Proven Pathway for Accelerating Nonprofit Growth and Impact, veteran social impact advisor and entrepreneur Donald Summers delivers a comprehensive, step-by-step blueprint to transforming small or mid-size nonprofit into an impactful and extraordinary agent of change. The book contains templates, tools, exercises, and crystal-clear implementation guides that readers can apply immediately to begin scaling their social impact organization. Offering actionable insights that have enabled many of today''s most exciting social change efforts, the author provides practical guidance on how to turn your nonprofit into a social-problem-solving machine. You''ll also find: Specific strategies to improve cash flow and funding to your nonprofit, including revenue tools and staff integration An Investment and Partnership Scorecard,Table of ContentsPREFACE ix ACKNOWLEDGMENTS xiii Introduction 1 1 Assess 13 2 Align 35 3 Plan 73 4 Test 107 5 Fund 119 6 Execute 185 7 Lead 209 CONCLUSION 235 GLOSSARY 239 ABOUT THE AUTHOR 247 INDEX 249

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Book SynopsisCombining solid data and analytical clarity, this pioneering volume offers a critically needed lens for viewing the evolution of civil society and the nonprofit sector throughout the world.Trade ReviewProvides an excellent overview of dominant nonprofit theories, and it would be extremely useful for those of us teaching introductory courses on nonprofit organizations . . . Hopkins scholars have demonstrated that some sort of civil society sector exists in every country.—Carl Milofsky, Bucknell University, American Journal of SociologyThis volume is aimed at civil society researchers, scholars, and doctoral students. Interdisciplinary programs will find it of particular interest, as the social origins theory encompasses concepts from both social science and the humanities . . . Explaining Civil Society Development challenges the reader to think deeply about the context of power and how it shapes—for better or worse—the civil society sector in our world, now, and in the future.—Kathi Badertscher, Indiana University, VoluntasTable of ContentsAcknowledgments1. Introduction, by Lester M. SalamonPart One by Lester M. Salamon, S. Wojciech Sokolowski, and Megan A. Haddock2. What Is to Be Explained?3. Explaining Civil Society Development I4. Explaining Civil Society Development II5. Testing the Social Origins Theory6. Conclusion and ImplicationsPart Two7. Switzerland, by Bernd Helmig, Markus Gmur, Georg von Schnurbein, Bernard Degen, Michael Nollert, and Christoph Baerlocher8. New Zealand9. Australia10. The Netherlands11. Chile, by Ignacio Irarrazaval12. Austria, by Michaela Neumayr, Ulrike Schneider, Michael Meyer, and Astrid Pennerstorfer13. Denmark, by Thomas P. Boje, Bjarne Ibsen, Torben Fridberg, and Ulla Habermann14. Russia, by Irina Mersianova and Olga Kononykhina15. Mexico, by Jorge V. Villalobos, Lorena Cortes Vazquez, and Cynthia Martinez16. Portugal, by Raquel Campos FrancoAppendix AAppendix BBibliographyAbout the AuthorsList of ContributorsCore Staff, Local Associates, Advisors, and Sponsors, 1991–2016Index

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Book SynopsisAn inspiring and practical look inside the mind of Bill Novelli, one of the founders of social marketing, Good Business challenges all of us to change the world for the better and is a blueprint for tackling today's critical issues. From his humble beginnings selling soap in a sales training program to his rapid rise in the fast-paced New York advertising scene, Bill Novelli was well on his way to becoming a leader in the hypercompetitive business world. But it wasn't long before he became disillusioned with the drive for profits at any cost. He knew that his marketing skills made those companies successful, but what good did that success do for the world? That question sent him on a career path that involved taking the marketing and communication tactics long used by big businesses and applying them to social change. He found that this strategy was not only good for the world but also good for business. In Good Business, Novelli begins with his early career success in Mad Menera marTrade ReviewGood Business shows how to make a career in communications both a way of making a living, and of making the world a better place.—O'Dwyer'sGood Business—a blend of autobiography and plea for corporations to have and heed a conscience—evokes the Novellian drive, clarity, and respect.—The Pennsylvania GazetteTable of ContentsForeword, by Jim CliftonForeword, by Jo Ann JenkinsIntroduction Chapter 1. Finding My Purpose: From Selling Soap to Selling CausesChapter 2. Purposeful Work: Building a Purpose-Based Company and Applying Social Impact around the WorldChapter 3. Fighting the Tobacco Wars, Then and NowChapter 4. AARP and the Brawl to Get Prescription Drugs into MedicareChapter 5. The Best Offense Is a Good Defense: Battling over the Future of Social SecurityChapter 6. The Opportunities and Challenges of Our Rapidly Aging SocietyChapter 7. Blending Profit and Purpose: Building an Academic Center for Today's and Tomorrow's LeadersChapter 8. Your Purpose: People and Organizations Making a DifferenceChapter 9. What Do We Owe Our Grandchildren?AcknowledgmentsIndex

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Book SynopsisCatalytic Governance presents a new governance model for managing transformational change based on engagement, dialogue, and collaborative decision making.Table of ContentsIntroduction: Leadership and Governance in the Information Age Chapter 1: The Global Information Society Chapter 2: Engagement and Dialogue Chapter 3: Exploring Perspectives and Building Scenarios Chapter 4: Developing a Governance Framework for the Canadian Payments System Chapter 5: Co-Creating a Desired Future Chapter 6: Lessons Learned and the Catalytic Governance Model Appendix: Summary of the Scenarios

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Book SynopsisAdvocates for the missions and structures that make universities unique among American enterprises. While they acknowledge the challenges faced when working with academic institutions, the authors argue that understanding institutional mission is essential to improving the effectiveness of business leaders who engage in higher education.

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Book SynopsisIn Immigrants and Electoral Politics, Heath Brown shows why nonprofit electoral participation has emerged in relationship to new threats to immigrants, on one hand, and immigrant integration into U.S. society during a time of demographic change, on the other. Immigrants across the United States tend to register and vote at low rates, thereby limiting the political power of many of their communities. In an attempt to boost electoral participation through mobilization, some nonprofits adopt multifaceted political strategies including registering new voters, holding candidate forums, and phone banking to increase immigrant voter turnout. Other nonprofits opt to barely participate at all in electoral politics, preferring to advance the immigrant community by providing exclusively social services.Brown interviewed dozens of nonprofit leaders and surveyed hundreds of organizations. To capture the breadth of the immigrant experience, Brown selected organizations operating in traditiTrade ReviewIn this timely, well-written book, Brown (John Jay) demonstrates the important role that nonprofit organizations play in shaping political behavior and immigrant integration.... In an era of contentious politics about immigration policy, readers will appreciate the author's treatment of the prospects for nonprofit organizations. Immigrants and Electoral Politics contributes to the theoretical and applied understanding of the ways organizations in civil society shape how and why people vote. -- T. J. Vicino, Northeastern University * Choice *

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Book SynopsisIn Immigrants and Electoral Politics, Heath Brown shows why nonprofit electoral participation has emerged in relationship to new threats to immigrants, on one hand, and immigrant integration into U.S. society during a time of demographic change, on the other. Immigrants across the United States tend to register and vote at low rates, thereby limiting the political power of many of their communities. In an attempt to boost electoral participation through mobilization, some nonprofits adopt multifaceted political strategies including registering new voters, holding candidate forums, and phone banking to increase immigrant voter turnout. Other nonprofits opt to barely participate at all in electoral politics, preferring to advance the immigrant community by providing exclusively social services.Brown interviewed dozens of nonprofit leaders and surveyed hundreds of organizations. To capture the breadth of the immigrant experience, Brown selected organizations operating in traditiTrade ReviewIn this timely, well-written book, Brown (John Jay) demonstrates the important role that nonprofit organizations play in shaping political behavior and immigrant integration.... In an era of contentious politics about immigration policy, readers will appreciate the author's treatment of the prospects for nonprofit organizations. Immigrants and Electoral Politics contributes to the theoretical and applied understanding of the ways organizations in civil society shape how and why people vote. -- T. J. Vicino, Northeastern University * Choice *

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Book SynopsisWe are entering a new era—an era of impact. The largest intergenerational transfer of wealth in history will soon be under way, bringing with it the potential for huge increases in philanthropic funding. Engine of Impact shows how nonprofits can apply the principles of strategic leadership to attract greater financial support and leverage that funding to maximum effect. As Good to Great author Jim Collins writes in his foreword, this book offers "a detailed roadmap of disciplined thought and action for turning a good nonprofit into one that can achieve great impact at scale." William F. Meehan III and Kim Starkey Jonker identify seven essential components of strategic leadership that set high-achieving organizations apart from the rest of the nonprofit sector. Together, these components form an "engine of impact"—a system that organizations must build, tune, and fuel if they hope to make a real difference in the world. Drawing on decades of teaching, advising, grantmaking, and research, Meehan and Jonker provide an actionable guide that executives, staff, board members, and donors can use to jumpstart their own performance and to achieve extraordinary results for their organization. Along with setting forth best practices using real-world examples, the authors outline common management challenges faced by nonprofits, showing how these challenges differ from those faced by for-profit businesses in important and often-overlooked ways. By offering crucial insights on the fundamentals of nonprofit management, this book will help leaders equip their organizations to fire on all cylinders and unleash the full potential of the nonprofit sector. Visit www.engineofimpact.org for additional information. Trade Review"This is a fabulous book—and a necessary one. It takes vitally important insights that Meehan and Jonker have been teaching for many years and distils them into practical advice that will benefit anyone in the social sector who aspires to achieve an outsized impact."—Jonathan Levin, Dean, Graduate School of Business, Stanford University"As a philanthropist constantly grappling with how I can achieve more impact, I found Jonker and Meehan's insights to be provocative and engaging. They go beyond the typical rhetoric regarding 'what the nonprofit sector can learn from business' and give these organizations their due—with great advice. Nonprofits are dealing with often intractable societal problems of enormous complexity and uncertain revenue streams. These authors appreciate the weight on leaders' shoulders, while offering a detailed roadmap to maximize their impact. A must-read."—Jeff Raikes, Co-Founder, Raikes Foundation, former CEO, Bill & Melinda Gates Foundation, and Chairman, Stanford University Board of Trustees"No one knows the not-for-profit sector and its most effective leaders better than Meehan and Jonker. Their book is a master class on what it takes to drive meaningful impact. In tackling the fundamental questions—strategy and focus, discipline and accountability—the authors get to the heart of what every mission-focused leader needs to understand. Engine of Impact is a book to read and re-read—the definitive guide for all who aspire to lead high-performing and high-achieving organizations."—Sally Osberg, former President and CEO, Skoll Foundation, and co-author of Getting Beyond Better"Bill Meehan and Kim Jonker have decades of experience in rigorously evaluating what makes organizations operate—or fail to operate—at a high level. In Engine of Impact, they leverage that deep knowledge to create a smart, compelling guide to doing good by leading well."—Jamie Dimon, Chief Executive Officer, JPMorgan Chase"Engine of Impact is an essential handbook for every aspiring social sector leader and philanthropist. Creating social impact is an art and a science, requiring investments of heart and mind. Meehan and Jonker's outstanding analysis combines the intense rigor of business strategy with the critical soft skills of courage and creativity to equip us with the toolkit necessary for transformative social change."—Laura Arrillaga-Andreessen, Founder, laaf.org, author, Giving 2.0, Founder and Chairman, Stanford Center on Philanthropy and Civil Society, and Founder and Board Chair Emeritus, Silicon Valley Social Venture Fund"Building and leading great non-profits is a socially vital—but managerially daunting—endeavor. Enter Bill Meehan and Kim Jonker who, in simple and lively prose, draw upon deep research and lived experience to deliver the essential field guide on how to do it right. All of us—donors, volunteers, board members, executives, citizens—are in their debt."—Dominic Barton, Global Managing Partner Emeritus, McKinsey & Company"In an era when the work of nonprofits is ever more essential, Meehan and Jonker deliver critical insights, strategic guidance, and inspirational lessons from the front lines. Readers will benefit enormously from their candor and clear-headed wisdom. We're awash in business books, but the nonprofit sector has been wanting for its own evidence-based guide. In Engine of Impact, they have it. I strongly recommend this book for nonprofit leaders, funders, and anyone seeking to optimize humanitarian impact."—Jacquelline Fuller, President, Google.org"This book will change most readers. Its style is very direct. It sees the future. It draws on both the classics and the authors' deep knowledge of our field. It is practical, and it cares."—Bill Drayton, CEO & Chair, Ashoka"Engine of Impact is an indispensable tool for today's nonprofit leader. Drawing on their considerable expertise and insight, Meehan and Jonker provide a framework for dedicated executives who are committed to building organizations that are worthy of their missions."—Matt Bannick, former Managing Partner, Omidyar Network"The social sector has long needed a book like this one, which emphasizes a businesslike approach to doing good at scale. When the bottom line is measured by impact on human lives, the best intentions are never enough. By applying lessons in management excellence, this book will help nonprofits achieve significantly better results."—Sir Fazle Hasan Abed, Founder and Chairperson, BRAC"Bill Meehan and Kim Jonker have written a playbook for those who are not satisfied with doing some good, but want to do as much good as they can with their time and talents. This is a vital topic, and I'm excited to see how the next generation of nonprofit leaders applies the ideas and insights in this book."—Cari Tuna, Co-founder and President, Good Ventures, and Managing Director, Open Philanthropy Project"Hard-hitting and willing to express decisive, experience-based views, this book is sophisticated, evidence- and ideas-based. A 'how and when to do it' guidebook, it is also a pleasure to read."—Joel Fleishman, Professor of Law and Public Policy, Duke University, co-author, Give Smart"Every engine needs a tune up from time to time. Even the strongest organizations will find value in Engine of Impact. With inspiring stories and cogent frameworks, Meehan and Jonker show us that social change is an art and a science that demands rigor and spirit. With guidance like this, we can find a path to a better world."—Jacob Harold, President and CEO, GuideStar"If you're a nonprofit leader who cares deeply and passionately for the people and causes you serve, you will love Engine of Impact. Bill Meehan and Kim Jonker are quintessential big thinkers, but their insights do not come from 'on high.' This is practical wisdom at a human scale, reinforced with great examples. You will come away from this book with real optimism that we are, indeed, entering a new era of impact."—Mario Morino, Chairman, Morino Institute, Co-founder, Venture Philanthropy Partners, and author, Leap of Reason"Meehan and Jonker have worked in the sector, studied their history, interviewed key players, and can compare and contrast what's known about the social sector with what's known about public agencies and corporate actors. The book is grounded in two careers worth of real work...If you, unlike me, appreciate the efficiency of the business book genre then by all means, read Engine of Impact. If you, like me, find the business section of the bookstore the easiest one to skip past, this is one of the rare books worth stopping for."—Lucy Bernholz, Philanthropy 2173Table of Contents1. The Primacy of Mission 2. The Few Strategic Concepts That Matter 3. Count What Counts 4. Insight and Courage 5. Your Team of Teams: Building and Sustaining a High-Performing Organization 6. Money Matters: Funding as Essential Fuel 7. Board Governance: Do What Works 8. Scaling: Leveraging the Seven Essentials to Magnify Your Impact Conclusion: Strategic Leadership: Now Is the Time

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Book SynopsisToday, social media offers an alternative broadcast and communication medium for nonprofit advocacy organizations. At the same time, social media ushers in a "noisy" information era that renders it more difficult for nonprofits to make their voices heard. This book seeks to unpack the prevalence, mechanisms, and ramifications of a new model for nonprofit advocacy in a social media age. The keyword for this new model is attention. Advocacy always starts with attention: when an organization speaks out on a cause, it must ensure that it has an audience and that its voice is heard by that audience; it must ensure that current and potential supporters are paying attention to what it has to say before expecting more tangible outcomes. Yet the organization must also ensure that advocacy does not end with attention: attention should serve as a springboard to something greater. The authors elaborate how attention fits into contemporary organizations' advocacy work and explain the key features of social media that are driving the quest for attention. Developing conceptual models, they explain why some organizations and messages gain attention while others do not. Lastly, the book explores how organizations are weaving together online and offline efforts to deliver strategic advocacy outcomes.Trade Review"In The Quest for Attention, Guo and Saxton do a compelling job of demonstrating how and why understanding the social media landscape is key to advocating effectively for important social issues and understanding the non-profit sector in general. This is a must-read for anyone trying to make sense of what distinctive challenges and opportunities the 21st century presents in terms of linking communication strategies to tangible social outcomes and impact."—John L. Jackson, Jr., Walter H. Annenberg Dean of the Annenberg School for Communication, University of Pennsylvania"Advocacy and activism have changed. Activists today know that data and social media are key elements in their fight for the rights of the poor, the dispossessed, and the downtrodden. Chao Guo and Gregory Saxton's The Quest for Attention is required reading for those who seek to understand this new world of social change."—John McNutt, Professor, Joseph R. Biden, Jr. School of Public Policy and Administration, University of Delaware"Chao Guo and Gregory Saxton's new book is a major step forward in our understanding of the political behavior of nonprofits. Their rigorous study documents how nonprofits use social media to draw attention to their priorities, the first step toward working to shape public policy."—Jeffrey M. Berry, Tufts UniversityTable of Contents1. Social Media and Nonprofit Advocacy: The Beginning of a New Paradigm 2. The Context of Social Media Advocacy 3. Getting Attention: An Organizational-Level Analysis 4. Building an Explanatory Model at the Message Level 5. Beyond Clicktivism: From Attention to Impact 6. The Future of Nonprofit Advocacy in a Data-Driven World

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Book SynopsisIn Leading Matters, current Chairman of Alphabet (Google's parent company), former President of Stanford University, and "Godfather of Silicon Valley," John L. Hennessy shares the core elements of leadership that helped him become a successful tech entrepreneur, esteemed academic, and venerated administrator. Hennessy's approach to leadership is laser-focused on the journey rather than the destination. Each chapter in Leading Matters looks at valuable elements that have shaped Hennessy's career in practice and philosophy. He discusses the pivotal role that humility, authenticity and trust, service, empathy, courage, collaboration, innovation, intellectual curiosity, storytelling, and legacy have all played in his prolific, interdisciplinary career. Hennessy takes these elements and applies them to instructive stories, such as his encounters with other Silicon Valley leaders including Jim Clark, founder of Netscape; Condoleezza Rice, former U.S. Secretary of State and Stanford provost; John Arrillaga, one of the most successful Silicon Valley commercial real estate developers; and Phil Knight, founder of Nike and philanthropist with whom Hennessy cofounded Knight-Hennessy Scholars at Stanford University. Across government, education, commerce, and non-profits, the need for effective leadership could not be more pressing. This book is essential reading for those tasked with leading any complex enterprise in the academic, not-for-profit, or for-profit sector.Trade Review"John Hennessy is Silicon Valley's gold standard. In both business and academia, he is the true measure of enlightened leadership and rock-solid integrity, paving the way for and acting as inspiration to the new generation of entrepreneurs. It is a cause for celebration that he has finally put his wisdom and experiences into print."—John Chambers, former CEO of Cisco"Leading Matters is a gorgeous, inspirational, and essential handbook for the leaders we all hope to be. John Hennessy shares more than 90 life lessons in leadership -- lessons learned as an entrepreneur, professor, and president of one of the world's great universities. Ranging from artificial intelligence to the arts to the value of empathy, John's stories are a rare gift for the courageous, humble servant leader inside each of us. Now, more than ever, we need this book."—John Doerr, author of Measure What Matters"In this book, John Hennessy shares deep insights gained from a phenomenal career as an engineer, an entrepreneur, and the president of a world-class university. It's an indispensable guide for leaders at every level."—Bill Gates, Bill & Melinda Gates Foundation"For me, John Hennessy is one of the great university presidents. Leading Matters is a must read. As an alumnus, I take great pride that my alma mater had such a leader at its helm. With this great book, he leads us still."—Vartan Gregorian, President, Carnegie Corporation of New York"This book is just like its author: humble, empathetic, courageous and very smart. It tells leaders a hard truth: successful leadership isn't just about confidence or expertise. It also requires the harder-won qualities of humility and empathy. John came by these lessons honestly and is now generously sharing them with a new generation of leaders."—Sundar Pichai, CEO of Google"John Hennessy was a transformational president for Stanford University. In this insightful book, he provides a "how to" guide that will benefit leaders from all walks of life. And it's a good read too -- with wonderful examples of how to marry vision and execution in the face of both challenges and opportunities on the road to change."—Condoleezza Rice, Professor and Former Provost of Stanford University"In Leading Matters, John Hennessy challenges each of us to consider how we can develop our own leadership style. His powerful insights—informed by his long and distinguished tenure as president of Stanford University—are about grounding leadership in empathy, courage, and service. This book is a guide for leading in good and tough times alike—and for helping raise the next generation of leaders."—Sheryl Sandberg, COO of Facebook and Founder of LeanIn.Org and OptionB.Org

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Book SynopsisThe nonprofit sector has changed in fundamental ways in recent decades. As the sector has grown in scope and size, both domestically and internationally, the boundaries between for-profit, governmental, and charitable organizations have become intertwined. Nonprofits are increasingly challenged on their roles in mitigating or exacerbating inequality. And debates flare over the role of voluntary organizations in democratic and autocratic societies alike. The Nonprofit Sector takes up these concerns and offers a cutting-edge empirical and theoretical assessment of the state of the field. This book, now in its third edition, brings together leading researchers—economists, historians, philosophers, political scientists, and sociologists along with scholars from communication, education, law, management, and policy schools—to investigate the impact of associational life. Chapters consider the history of the nonprofit sector and of philanthropy; the politics of the public sphere; governance, mission, and engagement; access and inclusion; and global perspectives on nonprofit organizations. Across this comprehensive range of topics, The Nonprofit Sector makes an essential contribution to the study of civil society.Trade Review"The nonprofit form has spread around the world as a unique alternative to markets and governments. This third edition of The Nonprofit Sector provides great insight into this phenomenon, and is as exciting and informative as the previous two. With fresh faces and insights, it is a real joy to read."—Joseph Galaskiewicz, University of Arizona"Now in its third edition, The Nonprofit Sector continues to build the field of nonprofit studies by exploring the full range of organizations, associations, actions, and interactions that constitute the voluntary sector in the US and globally. Featuring a broad and multidisciplinary range of scholars, this work provokes us to reexamine the history and envision the future of nonprofit scholarship and practice. The Nonprofit Sector generates a rich research agenda that will stimulate novel and innovative scholarship for years to come."—Mary Kay Gugerty, University of Washington"Walter Powell, Patricia Bromley, and Stanford University Press are to be congratulated for assembling this timely, unique, and definitive volume which not only chronicles the history of the nonprofit sector but also provides a broad but critical analysis of its current state. This third edition of The Nonprofit Sector presents a wide range of carefully chosen scholarship which will ensure that this book remains an invaluable resource to the growing number of scholars and practitioners in the sector around the world. It is an essential handbook for the leadership of nonprofit and philanthropic institutions, their governing boards, as well as public officials and journalists."—Vartan Gregorian, President, Carnegie Corporation of New YorkTable of Contents1. What Is the Nonprofit Sector? —Walter W. Powell 2. A History of Associational Life and the Nonprofit Sector in the United States —Benjamin Soskis 3. Seeing Like a Philanthropist: From the Business of Benevolence to the Benevolence of Business —Aaron Horvath and Walter W. Powell 4. The Organizational Transformation of Civil Society —Patricia Bromley 5. Tangled Up in Tax: The Nonprofit Sector and the Federal Tax System —Daniel J. Hemel 6. Political Theory and the Nonprofit Sector —Ted Lechterman and Rob Reich 7. Nonprofits as Boundary Markers: The Politics of Choice, Mobilization, and Arbitrage —Elisabeth S. Clemens 8. Politics, Philanthropy, and Inequality —Sarah Reckhow 9. Toward a Governance Framework for Government–Nonprofit Relations —Nicole P. Marwell and Maoz Brown 10. Social Service Nonprofits: Navigating Conflicting Demands —Jennifer E. Mosley 11. Nonprofits as Urban Infrastructure —Christof Brandtner and Claire Dunning 12. Immigrant Organizations: Civic (In)equality and Civic (In)visibility —Irene Bloemraad, Shannon Gleeson, and Els de Graauw 13. Economic Theories of the Social Sector: From Nonprofits to Social Enterprise —Maitreesh Ghatak 14. Social Entrepreneurship: Research as Disciplined Exploration —Johanna Mair 15. Nonprofits and the Environment: Using Market Forces for Social Good —Magali A. Delmas, Thomas P. Lyon, and Sean Jackson 16. The Outcomes Movement in Philanthropy and the Nonprofit Sector —Paul Brest 17. Charitable Nonprofits and the Business of Health Care —Jill R. Horwitz 18. Education and the Nonprofit Sector: Schools and Organizational Intermediaries —Richard Arum and Jacob L. Kepins 19. Nonprofit Arts Organizations: Sustainability and Rationales for Support —Francie Ostrower 20. Advocacy, Civic Engagement, and Social Change —David Suárez 21. The Changing Face of Nonprofit Advocacy: Democratizing Potentials and Risks in an Unequal Context —Edward T. Walker and Yotala Oszkay Febres-Cordero 22. Advocating for What? The Nonprofit Press and Models of the Public —Mike Ananny 23. What Influences Charitable Giving? —Pamela Paxton 24. The Altruism Budget: Measuring and Encouraging Charitable Giving —Laura K. Gee and Jonathan Meer 25. What Do Volunteers Do? —Nina Eliasoph 26. Religious Organizations: Crosscutting the Nonprofit Sector —Brad R. Fulton 27. The Global Rise of Nongovernmental Organizations —Evan Schofer and Wesley Longhofer 28. Global Backlash Against Foreign Funding to Domestic Nongovernmental Organizations —Kendra Dupuy and Aseem Prakash 29. Social Movements in a Global Context: History, Content, and Form —Breno Bringel and Elizabeth McKenna 30. Comparative Nonprofit Sector Research: A Critical Assessment —Helmut K. Anheier, Markus Lang, and Stefan Toepler

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Book SynopsisToday, social media offers an alternative broadcast and communication medium for nonprofit advocacy organizations. At the same time, social media ushers in a "noisy" information era that renders it more difficult for nonprofits to make their voices heard. This book seeks to unpack the prevalence, mechanisms, and ramifications of a new model for nonprofit advocacy in a social media age. The keyword for this new model is attention. Advocacy always starts with attention: when an organization speaks out on a cause, it must ensure that it has an audience and that its voice is heard by that audience; it must ensure that current and potential supporters are paying attention to what it has to say before expecting more tangible outcomes. Yet the organization must also ensure that advocacy does not end with attention: attention should serve as a springboard to something greater. The authors elaborate how attention fits into contemporary organizations' advocacy work and explain the key features of social media that are driving the quest for attention. Developing conceptual models, they explain why some organizations and messages gain attention while others do not. Lastly, the book explores how organizations are weaving together online and offline efforts to deliver strategic advocacy outcomes.Trade Review"In The Quest for Attention, Guo and Saxton do a compelling job of demonstrating how and why understanding the social media landscape is key to advocating effectively for important social issues and understanding the non-profit sector in general. This is a must-read for anyone trying to make sense of what distinctive challenges and opportunities the 21st century presents in terms of linking communication strategies to tangible social outcomes and impact."—John L. Jackson, Jr., Walter H. Annenberg Dean of the Annenberg School for Communication, University of Pennsylvania"Advocacy and activism have changed. Activists today know that data and social media are key elements in their fight for the rights of the poor, the dispossessed, and the downtrodden. Chao Guo and Gregory Saxton's The Quest for Attention is required reading for those who seek to understand this new world of social change."—John McNutt, Professor, Joseph R. Biden, Jr. School of Public Policy and Administration, University of Delaware"Chao Guo and Gregory Saxton's new book is a major step forward in our understanding of the political behavior of nonprofits. Their rigorous study documents how nonprofits use social media to draw attention to their priorities, the first step toward working to shape public policy."—Jeffrey M. Berry, Tufts UniversityTable of Contents1. Social Media and Nonprofit Advocacy: The Beginning of a New Paradigm 2. The Context of Social Media Advocacy 3. Getting Attention: An Organizational-Level Analysis 4. Building an Explanatory Model at the Message Level 5. Beyond Clicktivism: From Attention to Impact 6. The Future of Nonprofit Advocacy in a Data-Driven World

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Book SynopsisGrowing up, Reid was confused and disturbed by the radically different opportunities his best friend received. After a childhood spent together, Jamie and Reid found themselves on opposite sides of a high school hallway that separated kids based on a misunderstanding of their supposed "potential." The gap between the two friends widened as Reid's classes enabled him to pursue an elite college degree across the country studying educational opportunity and teaching. Then, Reid became a teacher at an under-resourced South Carolina high school where efforts to serve the incredible students were stymied by internal segregation and administrative ambivalence. He was disabused of the Hollywood myth that a good teacher could simply save the day, when each false start with his students forced him to reckon with how much he didn't know. After Reid assigned students a project to create a positive change, they pushed him to figure out how he, too, could make a bigger difference. While an individual's efforts are no match against entrenched systems, Reid learned firsthand that a community of people powered by data can effect change. This lesson motivated him to found Equal Opportunity Schools (EOS), a nationwide nonprofit dedicated to finding the students who were overlooked, discouraged, or otherwise missing from higher-level classes. As EOS became more successful, partnering with major philanthropies, universities, and even the White House, Reid grappled with his role as a leader. Only through the efforts of, first, his students in South Carolina, and later his team at EOS, would he come to understand, and begin to overcome, the limitations of his vision. Informed by extensive new data on educational opportunity in America, The Kid Across the Hall is a powerful story of learning and unlearning; of leading and learning to follow.Trade Review"It's great to know that my father's work is continuing in classes all around the country. It's reflected in The Kid Across the Hall. I encourage you to read it." —Jaime Escalante, Jr."If you're concerned about the future of our schools and children, The Kid Across the Hall will be well worth your time. As an expert and a practitioner, Reid is an incredibly thoughtful educator who models learning, engaging difference, and collaborating through challenge." —John King, Jr., Tenth United States Secretary of Education"This is a masterful blend of scholarship, autobiography, policy, and passion. It's nearly impossible to write a serious book about a crucial topic—here it's America's fumbling treatment of schooling, opportunity, and equity—while vividly incorporating one's own remarkable saga. Reid poured himself into solving the problems that he agonizes over, made major contributions to their solution, and what he learned along the way is gripping. Keep an eye on him!" —Chester Finn, Fordham Institute; Former Assistant U.S. Secretary of Education"Reid's story made me think deeply about the best ways to address challenges in the education system. His book also made me reflect on how the social sector can better live out its espoused values of compassion and integrity. His narrative challenges all of us to see the best in others, and bring out the best in ourselves." —Shawon Jackson, Founder & CEO, Vocal Justice"There is a broadening awareness of how important a sense of belonging is to a person's education. But this book makes a special contribution. It brings this process to life as it exists on the ground, in the lives of real students and educators. It is a must-read for anyone dedicated to seeing our schools fulfill their democratic mission." —Claude Steele, author of Whistling Vivaldi"A brilliant and effective blending of personal memoir with educational reformation experience The Kid Across the Hall: The Fight for Opportunity in Our Schools by educator Reid Saaris will have immense value for readers with an interest in the educational ramification of income inequality and the role that nonprofit organizations and collective 'front line' leadership can accomplish."—Midwest Book Review

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Book SynopsisAn unparalleled exploration of NOW’s trajectory, from its founding to the present—and its future A new wave of feminist energy has swept the globe since 2016—from women’s marches and the #MeToo movement to transwomen’s inclusion and exclusion in feminism and participation in institutional politics. Amid all this, an organization declared dead or dying for thirty years—the National Organization for Women—has seen a membership boom. NOW presents an intriguing puzzle for scholars and activists alike. Considered one of the most stable organizations in the feminist movement, it has experienced much conflict and schism. Scholars have long argued that factionalism is the death knell of organizations, yet NOW continues to thrive despite internal conflicts. Fighting for NOW seeks to better understand how bureaucratic structures like NOW’s simultaneously provide stability and longevity, while creating space for productive and healthy conflict among members. Kelsy Kretschmer explores these ideas through an examination of conflict in NOW’s local chapters, its task forces and committees, and its satellite groups. NOW’s history provides evidence for three basic arguments: bureaucratic groups are not insulated from factionalism; they are important sites of creativity and innovation for their movements; and schisms are not inherently bad for movement organizations. Hence, Fighting for NOW is in stark contrast to conventional scholarship, which has conceptualized factionalism as organizational failure. It also provides one of the few book-length explorations of NOW’s trajectory, from its founding to the modern context. Scholars will welcome the book’s insights that draw on open systems and resource dependency theories, as well as its rethinking of how conflict shapes activist communities. Students will welcome its clear and compelling history of the feminist movement and of how feminist ideas have changed over the past five decades.Trade Review"In this examination of NOW from 1966-2009, Kelsy Kretschmer takes on the puzzle of how a long-lived organization such as NOW can survive all the schisms, splits, and turmoil it has experienced throughout its history. In this detailed analysis, Kretschmer illustrates how an organization that can be viewed as ‘dully’ bureaucratic instead tells an important story of how movement organizations ride the tide of conflicted activism and shifts in resources and political eras, as well as gains and defeats in the quest for social change." —Jo Reger, editor of Nevertheless, They Persisted: Feminisms and Continued Resistance in the U.S. Women’s Movement "Fighting for NOW is an exciting addition to the literature on feminist organizations. Kelsy Kretschmer provides a new perspective on the National Organization for Women as a bureaucratic organization by examining how infighting, schisms, and factionalism in NOW just might have helped the organization—and the American women’s movement—to survive and remain relevant for so many years." —Suzanne Staggenborg, University of PittsburghTable of ContentsContentsAcknowledgments1. Feminist Organizations: Stability versus Creativity?2. Bureaucracies, Boundaries, and Splitting3. Breaking at the Roots: Local Schism in NOW4. Sticking at the Top: National Factionalism and the Choice to Stay5. Fracturing Task Forces6. Splitting Satellites: Nonprofit Status and Schism in Social MovementsConclusion: Schisms Aren’t Always BadAppendix: Data Sources and Research MethodsBibliography

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Book SynopsisAn unparalleled exploration of NOW’s trajectory, from its founding to the present—and its future A new wave of feminist energy has swept the globe since 2016—from women’s marches and the #MeToo movement to transwomen’s inclusion and exclusion in feminism and participation in institutional politics. Amid all this, an organization declared dead or dying for thirty years—the National Organization for Women—has seen a membership boom. NOW presents an intriguing puzzle for scholars and activists alike. Considered one of the most stable organizations in the feminist movement, it has experienced much conflict and schism. Scholars have long argued that factionalism is the death knell of organizations, yet NOW continues to thrive despite internal conflicts. Fighting for NOW seeks to better understand how bureaucratic structures like NOW’s simultaneously provide stability and longevity, while creating space for productive and healthy conflict among members. Kelsy Kretschmer explores these ideas through an examination of conflict in NOW’s local chapters, its task forces and committees, and its satellite groups. NOW’s history provides evidence for three basic arguments: bureaucratic groups are not insulated from factionalism; they are important sites of creativity and innovation for their movements; and schisms are not inherently bad for movement organizations. Hence, Fighting for NOW is in stark contrast to conventional scholarship, which has conceptualized factionalism as organizational failure. It also provides one of the few book-length explorations of NOW’s trajectory, from its founding to the modern context. Scholars will welcome the book’s insights that draw on open systems and resource dependency theories, as well as its rethinking of how conflict shapes activist communities. Students will welcome its clear and compelling history of the feminist movement and of how feminist ideas have changed over the past five decades.Trade Review"In this examination of NOW from 1966-2009, Kelsy Kretschmer takes on the puzzle of how a long-lived organization such as NOW can survive all the schisms, splits, and turmoil it has experienced throughout its history. In this detailed analysis, Kretschmer illustrates how an organization that can be viewed as ‘dully’ bureaucratic instead tells an important story of how movement organizations ride the tide of conflicted activism and shifts in resources and political eras, as well as gains and defeats in the quest for social change." —Jo Reger, editor of Nevertheless, They Persisted: Feminisms and Continued Resistance in the U.S. Women’s Movement "Fighting for NOW is an exciting addition to the literature on feminist organizations. Kelsy Kretschmer provides a new perspective on the National Organization for Women as a bureaucratic organization by examining how infighting, schisms, and factionalism in NOW just might have helped the organization—and the American women’s movement—to survive and remain relevant for so many years." —Suzanne Staggenborg, University of PittsburghTable of ContentsContentsAcknowledgments1. Feminist Organizations: Stability versus Creativity?2. Bureaucracies, Boundaries, and Splitting3. Breaking at the Roots: Local Schism in NOW4. Sticking at the Top: National Factionalism and the Choice to Stay5. Fracturing Task Forces6. Splitting Satellites: Nonprofit Status and Schism in Social MovementsConclusion: Schisms Aren’t Always BadAppendix: Data Sources and Research MethodsBibliography

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