After a century in which charities suspected the motives of cynical business people, and business people dismissed the contributions of amateur volunteers, the two sectors are coming together today as never before. The third sector has increased its business capacity through the experience gained from a decade of providing commissioned services to the public sector. Society today expects employers to do more to engage with both communities and good causes and the business case for doing so can be and is being made. But business also realises that charities do conscience better than they can and so co-working is increasingly being sought. In Partners for Good, Tom Levitt points the way to successful partnerships at local, national and international levels. There is now even an agreed international standard on what constitutes the social responsibility obligations of organisations operating in all sectors, in all parts of the world, over and above international legal frameworks. Sustainability today refers to the triple bottom line (financial, social, environmental) rather than being a green concept alone. On the down side, grants and other funding opportunities provided by governments to the third sector over the last ten years are suddenly ending and support structures are disappearing. The incentives for forging successful and sustainable win:win partnerships between businesses and charities in the new Big Society are therefore high, however demanding the time scale on offer.

Winning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicators

By exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. "Key Performance Indicators for Government and Nonprofit Agencies: Implementing Winning KPIs" is a proactive guide representing a significant shift in the way KPIs are developed and used, with an abundance of implementation tools for government agencies and nonprofit groups.Implementation variations and short cuts for government and not-for-profit organizationsHow to brainstorm performance measuresTemplates for reporting performance measuresA resource kit for a consultant who is acting as a coach / facilitator to the in-house project teamAlso by David Parmenter: "Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition"

Filled with numerous case studies and checklists to help readers develop their KPIs, this book shows government agencies and nonprofits how to select and implement winning key performance indicators to ensure that their performance management initiatives are successful.

Social marketing is an exciting new field of study that promises much to help alleviate many dilemmas of the human condition. It may be associated with any social project undertaken where human interests (short and long term) override commercial ones. The Promise of Social Marketing examines the potential of this new field to help address effectively local and global issues that most nations are grappling with. It clarifies the history, philosophies, disciplines and techniques associated with best practice and highlights the need to engage with this field to help develop it further, so as to benefit humanity as a whole. There is an ongoing debate about the nature of marketing and whether it is able to fulfill or adapt to both commercial and social objectives. The unifying view is that marketing is a tool that can be used for individual, organizational or social benefits, and the aim of this book is to introduce the reader to an approach that is developing into a promising and rich new science, currently known as Social Marketing. It is a tool that brings hope to improving the world for good. The book guides the reader, step by step, demonstrating how this promising area can be applied to aims as diverse as HIV/AIDS prevention, responsible (global) citizenship, conflict resolution or the promotion of a worthwhile education. It will be of interest to not only those who study marketing, management, business ethics, education and public policy but anybody who's interest is in improving the human condition.

Board Members focuses on the governing function associated with a subcategory of non-profit organizations that share five defining characteristics: * Public-serving missions * Nongovernmental ownership and control * Multiplicity of relationships with governmental agencies and programs * Noncommercial operations * Incorporation, i.e. corporate entity status In the United States, there are over 500,000 non-profit entities with these five characteristics. This work describes them as "nongovernmental public-serving (NPS) organizations." In NPS organizations, ultimate authority over the governing function is vested in a board of directors. Each of the following seven sets of governing roles and responsibilities of members of the board of directors are explained in separate chapters: * Trusteeship * Managing the managers * Facilitating organizational learning * Performing catalytic behaviors * Equipping organizations for work * Establishing and maintaining inter-organizational links * Evaluating organizational performance Dr. Kirk argues that because the well-being of millions of people throughout the U.S. is directly affected by what NPS organizations do or fail to do, their boards must govern these organizations effectively and responsibly. Dr. Kirk provides practical formulas for strategic governance, performance indicators and assessment, and a thorough analysis of these organizations' history and current state.

In the last ten years the number of nonprofits and social sector organizations has grown by almost 25 percent, while charitable giving declined 30 percent over the same period. As a result, many organizations are chasing grants, tweaking and adding to their core activities to match what they think funders are looking for. Almost half of nonprofits surveyed nationally in 2014 said they added additional programs in the last year. The result is colloquially known as "mission creep"-- organizations trying to be everything to everyone. Yet research suggests that the more goals individuals or organizations pursue, the less likely they are to achieve them, leaving these organizations often overwhelmed, underfunded, and unfulfilled. Mission Control: How Nonprofits and Governments Can Focus, Achieve More, and Change the World is designed to restore focus and gain "mission control" to identify the things they should and should not do to drive impact. Drawing from the author's experience of working with thousands of clients at nonprofits and government agencies around the world, both large and small, the book represents the stories of countless mission-driven organizations. Downey helps leaders, teams, executive directors, and boards with the critical task of clarifying an organization's sweet spot at the intersection of what it is good at, what its clients need, and the activities that get measurable and sustainable results.

Philanthropy is both timeless and timely. Ancient Romans, Medieval aristocrats, and Victorian industrialists engaged in philanthropy, as do modern-day Chinese billionaires, South African activists, and Brazilian nuns. Today, philanthropic practice is evolving faster than ever before, with donors giving their time, talents, and social capital in creative new ways and in combination with their financial resources. These developments are generating complex new debates and adding new twists to enduring questions, from "why be philanthropic?" to "what does it mean to do philanthropy 'better'?" Addressing such questions requires greater understanding of the contested purpose and diverse practice of philanthropy. With an international and interdisciplinary focus, The Philanthropy Reader serves as a one-stop resource that brings together essential and engaging extracts from key texts and major thinkers, and frames these in a way that captures the historical development, core concepts, perennial debates, global reach, and recent trends of this field. The book includes almost 100 seminal and illuminating writings about philanthropy, equipping readers with the guiding material they need to better grasp such a crucial yet complex and evolving topic. Additional readings and discussion questions also accompany the text as online supplements. This text will be essential reading for students on philanthropy courses worldwide, and will also be of interest to anyone active in the philanthropic and nonprofit sectors - from donors and grantmakers, to advisers and fundraisers.

This new book addresses the topical issues surrounding employment relations in UK voluntary organizations that operate within the quasi-market of social care. Combining an analysis of the established literature with in-depth qualitative field work, Ian Cunningham explores the nature of power relations between state and voluntary sector; implications of employment policy and subsequent pressures for change in pay and working conditions; the influence of trade unions in the sector; management's capacity to resist external pressure and employee responses to this environment. Cunningham's focus on the employment relationship in this sector is unique, highlighting a complex and variable pattern of interdependence and subordination between government agencies and voluntary sector employers. The author examines the way in which financial pressures from the state coupled with weak unionization diminish working conditions, arguing that employee morale will not be sustained if the voluntary sector fails to maintain its autonomy and minimize its dependency on state funding.

This volume is a collection of original essays prepared by colleagues, collaborators, and former students on the occasion of Helmut K. Anheier's 65th birthday and retirement from the University of Heidelberg. An internationally recognized pioneer of nonprofit and civil society studies, Anheier focused his work on providing clarity around (1) civil society, local and global, observing its origins and trajectory and developing theories to explain it; (2) the nonprofit sector and institutions within and extending from it, including nonprofit organizations, philanthropy and social investment; and (3) culture as it relates to democracy and back to civil society. The essays in this volume refer to these concepts and position them in the context of developments over the last two to three decades. The volume is arranged in three sections. The first section comprises essays that elucidate concepts and probe theories in the field. The second section presents chapters discussing current global challenges and trends in the focal areas. The third and final section then comprises country and regional case studies illustrating important aspects of the global challenges or theoretical issues of the two preceding sections. A fascinating and up-to-date overview of key issues and trends in civil society and nonprofit research by an international collection of eminent scholars in these fields, this book will be attractive to civil society and nonprofit sector researchers as well as a broader academic community of political scientists, sociologists, economists, and cultural experts.

Does your brand strategy make sense?
If you ask 10 people in your organization, how many different answers would you get * Can everyone in your organization explain how all the pieces (programs and services) fit together * Do you feel like you're the best kept secret in town?
* Have you been debating a name change for years?
* If you put all of your collateral on a table, would it look like it came from the same place? Is it consistent with the look and feel of your web site * Do you have brand guidelines that are consistently used by everyone creating communications?
If your answers leave you less than confident that your stakeholders completely understand who you are and what you stand for, "Building Your Brand: A Practical Guide for Non-Profit Organizations "can help. This practical, user-friendly guide is specifically designed to help senior leaders and marketing staff build and maintain a strong, accurate brand. . .to have the ""right"" reputation with the people who matter most to your success. Starting at the very beginning (Why does a strong brand matter?), Michele Levy draws on her experience with scores of nonprofit (and for profit) organizations to help nonprofit leaders understand how to sort through all the information at their disposal and arrive at the most powerful expression of their own brand.

At the turn of the 21st century, a significant boom in the construction of cultural buildings took saw the creation of hundreds of performing arts centers, theaters, and museums. After these buildings were completed, however, many of these cultural organizations struggled to survive, or, alternatively, drifted off mission as the construction project forced monetary or other considerations to be prioritized. Building Better Arts Facilities: Lessons from a U.S. National Study examines the ways in which organizations planned and managed building projects during this boom, and investigates organizational operations after projects were completed. By integrating quantitative data with case-study evidence, the authors identify the differences between the ways some organizations were able to successfully meet the challenges of a large construction project and others that were not. With empirical evidence and analysis, this book highlights better practices for managing and leading cultural building ventures. Readers of this book - be they arts managers, politicians, board members, city planners, foundation executives, or philanthropists - will find that book provides valuable perspective and insight about building cultural facilities, and that reading it will serve to make building projects go more smoothly in the future.

The impetus to purchase this book is to provide social profit leaders, change agents, and new organization development (OD) practitioners who need a simple "Monday-ready" tool kit so they can help their social profit organization build capacity. A complete large scale change approach is offered. This practitioner's playbook contains tactics and tools that can be experimented with by the social profit improvement team. A playbook allows the team to create, explore, and master without fear while learning. What is contained in this playbook has been tested across many for-profit and non- (social) profit organizations. It is designed to be a bridge for OD theories that have informed the work to field ready tools for large scale change. This book provides both explicit and tacit knowledge. The contents in this book have been tested in social profit projects.

A top business leader shares the business principles he used to launch both a top company and a thriving nonprofit

Nonprofit leaders know that solving pervasive social problems requires passion and creativity as well as tangible results. "The Non Nonprofit" shares the same business principles that drive the world's best companies, showing how they can (and should) be applied to the realm of nonprofits. Steve Rothschild personally crossed sectors when he left corporate America to found Twin Cities RISE , a highly successful poverty reduction program. His honest story, and success and missteps, create an essential roadmap for any social venture looking to prove and boost its impact.Distills essential nonprofit principles such as having a clear and appropriate purpose, creating economic value from social benefit, and establishing mutual accountabilityShares successful approaches from innovative organizations such as Grameen Bank, Playworks, Common Ground, Habitat for Humanity, Lumni, Caring Bridge, College Summit and RISE Draws from the author's success in founding and building Twin Cities RISE , which trains unemployed Minnesotans for living wage jobs. RISE serves 1,500 participants each year

As insightful as it is inspiring, "The Non Nonprofit" can help maximize the positive impact of any nonprofit.

The impetus to purchase this book is to provide social profit leaders, change agents, and new organization development (OD) practitioners who need a simple "Monday-ready" tool kit so they can help their social profit organization build capacity. A complete large scale change approach is offered. This practitioner's playbook contains tactics and tools that can be experimented with by the social profit improvement team. A playbook allows the team to create, explore, and master without fear while learning. What is contained in this playbook has been tested across many for-profit and non- (social) profit organizations. It is designed to be a bridge for OD theories that have informed the work to field ready tools for large scale change. This book provides both explicit and tacit knowledge. The contents in this book have been tested in social profit projects.

Whether you're directing or working for a nonprofit organization, or founding a new one, you'll need to make it sustainable in these tough economic times. There are an estimated 975,000 nonprofit organizations in the United States, all vying for funding from an ever-diminishing pool of resources. This book shows you how to make your nonprofit organization successful and sustainable, regardless of whether you are successful in obtaining grants. You will learn how to obtain space, equipment, and tools for nothing (or next to nothing), limit insurance and legal costs, and use volunteers and keynote programs to make your nonprofit successful, lean, and sustainable. You will be able to legally initiate and file the paperwork to found an organization by using this book and its checklists, and create a master assets and inventory document that will keep your directors, officers, and volunteers up to date on everything you own and rent, including internet and social media resources. This book is loaded with realistic, doable, hands-on material that will save your organization significant amounts of money each year and prevent you from making mistakes that have caused numerous non-sustainable nonprofits to falter or fail. And many do. The information you'll find here will help to ensure that your organization isn't one of them.

The core resources and capabilities of any nonprofit organization lie in their human capital; their knowledge, skills and behaviors are critical to the achievement of the organization's mission and performance. Thus, effective management of this key resource is integral to the nonprofit organization's success. This book focuses on the unique characteristics, challenges and contribution of human resource management to the strategic objectives of the nonprofit. It explores contemporary issues that place the management of people at the intersection between the mission, strategy and performance of the organization. The book: * Uses the latest theory to build models that explain the determinants and dimensions of strategic HRM within the nonprofit sector * Examines the core HRM functions in the context of the nonprofit sector to provide insight into how nonprofits can optimize HRM contributions to performance * Provides a step-by-step process to develop, implement and manage HR practices that are aligned with the strategy of the nonprofit organization * Demonstrates how to integrate volunteer management into strategic HRM Using examples from around the world, as well as cases to facilitate learning, this book is ideal for students and professionals interested in strategic human resource management, and nonprofit management.

Balancing Acts offers consultants and managers a simple, powerful way to think about change, and ascribes a four-phase iterative process for implementing change. Reviewing change initiatives from different types of organizations, Balancing Acts confronts the problems and pitfalls head-on that often arise during workplace transitions. Conklin explains why organizational change can be so difficult, and shows that by balancing a set of competing psychological and systemic challenges, interveners will increase their chance of success. Conklin shows that human groups function as complex systems, and that a change initiative is not a linear progression toward a predefined result. Instead, change is an iterative process that involves a search for feasible and useful solutions. The book's central argument is that while leading or supporting this search, consultants and leaders must balance four critical concerns: confrontation and compassion, participation and observation, assertion and inquiry, and planfulness and emergence.

This peer-reviewed edited volume provides strategies and practices for teaching nonprofit management theories and concepts in the context of the undergraduate, graduate, and online classroom environments. Each chapter discusses and summarizes pertinent theories and concepts with concrete examples of nonprofit management education courses. Concept discussions then follow up with exercises or simulations and various resources for instructors to apply in either physical or virtual classrooms. The majority of the chapters are connected to one or more core nonprofit curriculum areas as identified by the Nonprofit Academic Centers Council (NACC) curriculum guidelines. Instructors, faculty, and program directors of nonprofit management and philanthropy courses at undergraduate and graduate levels can use Teaching Nonprofit Management as a guide for teaching and for creating course syllabi. The book can also serve as a supplemental textbook, as it covers the core curricular areas identified by the NACC. Contributors include: S. Arsneault, J. Beneson, K.C. Bezboruah, T.K. Bryan, H.L. Carpenter, E.A. Castillo, L.P. Corbett, E.J. Dale, D.J. Hamann, J.A. Jones, L.-Y. Liu, D.P. Mason, L. McDougle, S.C. Mendel, L. Miltenberger, H.A. O'Connor, A. Schatteman, G.G. Shaker, C.C. Strawser, C.E. Suarez, S.K. Vaughan, P.C. Weber, M. Wooddell, J.A. Young

Rekindling the critical analysis of the adoption of generic commercial (for-profit) management approaches in the non-profit context, Strategic Positioning in Voluntary and Charitable Organizations reveals that charities are positioning themselves in their evolving external environment in distinctive ways that are not adequately explained by existing positioning theories. Based on original research that examines, for the first time, the usefulness of contemporary theoretical perspectives and interpretations of strategic positioning derived from the existing literature in explaining the positioning activities of charitable organizations within the wider voluntary and non-profit sector. Using a three-stage approach, which involves an exploratory survey and multiple case studies, this book provides: * evidence showing the extent of strategic positioning, the components of a positioning strategy and the process of developing a positioning strategy in charitable organizations that are involved in the provision of public services, * analysis of the key factors that influence the choice of a positioning strategy in the charitable context, and the depiction of these factors in an original integrating model, and * an exploration into the extent to which existing strategy/marketing literature on positioning is applicable in the charitable context. By challenging the adoption of current perspectives on strategic positioning derived from commercial strategy and marketing management literatures into the non-profit and non-market contexts, the author develops a theoretical framework that accounts for the uniqueness of positioning strategy in the non-profit sector. This uniqueness is attributed to the difference in positioning goals, the process of developing a positioning strategy, and the influencing factors on the choice of a positioning strategy in charities compared to commercial organizations. The implications of the findings provide useful lessons for managers of voluntary and charitable organizations in planning and developing their positioning activities, and for other stakeholders, such as policy makers, funders, donors and industry bodies.

LeRoux and Feeney s Nonprofit Organizations and Civil Society in the United States makes a departure from existing nonprofit texts on the market: rather than focus on management, it focuses on nonprofit organizations and their contributions to the social, political, and economic dimensions of society. The book also covers the nexus between nonprofits and civil society. This text offers a theory-oriented undergraduate introduction to the nonprofit field and an examination of the multifaceted roles these organizations play in American society."

Nonprofit organizations are managing to carry out sophisticated public relations programming that cultivates relationships with their key audiences. Their public relations challenges, however, have routinely been understudied. Budgetary and staffing restraints often limit how these organizations carry out their fundraising, public awareness and activism efforts, and client outreach. This volume explores a range of public relations theories and topics important to the management of nonprofit organizations, including crisis management, communicating to strengthen engagement online and offline, and recruiting and retaining volunteer and donor support.

With roughly half of all income for non-profit arts organizations in the United States coming from earned revenue rather than donations and state funding, the issue of pricing is paramount to success in the arts industry, yet pricing is not covered in any existing textbooks. How should prices differ between ordinary and premium seating? How much of a discount in admission should be offered through membership or season subscription? When does it make sense to partner with organizations to offer discounts?

Arts managers, whether working in the performing arts, museums or festivals, and whether in the commercial, non-profit, or state sector, need to make informed decisions on the prices they set. This accessible text provides the first concise, practical, non-technical guide for setting prices in the arts industry.

Offering a practical introduction to pricing, this book is perfectly suited to students studying arts management /administration as well as new managers working in the creative and cultural industries.

A nonprofit leader's guide for engaging millennials in all aspects of a nonprofit organization

Written by Millennials about Millennials, "Cause for Change" examines strategies for engaging Millennials as constituents, volunteers, and donors, and focuses on how organizations can realign themselves to better respond to this group of 80 million strong. At the heart of this research-based guide is the Millennial Development Platform, an action-based rubric developed by the authors and included in each chapter to help organizations create the infrastructure for a long-term millennial engagement strategy. Examines how Millennials communicate, volunteer, take action, influence their peers, and choose to give their time and moneyExplains how Millennials view their role in the workplace, and how their approach is re-shaping nonprofit culture from within

"Cause for Change" profiles Millennials who have emerged as dynamic leaders to create and manage movements in their communities.

This is the first book of its kind to bring together the microeconomic insights on the functioning of non-profit organizations, complementing the wide range of books on the management of non-profit organizations by instead focusing on both theoretical and empirical work.

Jegers begins by considering definitions of non-profit organizations before examining the economic rationale behind their existence, the demand for them and its implications on their functioning. The final chapters look at the economic idiosyncrasies of the non-profit organizations, focusing on the fields of strategic management, marketing, accounting and finance.

With roughly half of all income for non-profit arts organizations in the United States coming from earned revenue rather than donations and state funding, the issue of pricing is paramount to success in the arts industry, yet pricing is not covered in any existing textbooks. How should prices differ between ordinary and premium seating? How much of a discount in admission should be offered through membership or season subscription? When does it make sense to partner with organizations to offer discounts?

Arts managers, whether working in the performing arts, museums or festivals, and whether in the commercial, non-profit, or state sector, need to make informed decisions on the prices they set. This accessible text provides the first concise, practical, non-technical guide for setting prices in the arts industry.

Offering a practical introduction to pricing, this book is perfectly suited to students studying arts management /administration as well as new managers working in the creative and cultural industries.

Provides readers with an array of lenses for looking at a social agency from the outside in, and from the inside out

This highly accessible text takes into account the organizational dynamics that readers are likely to have experienced and provides them with the conceptual tools for reassessing their understanding and considering how to act on their new insights. Renowned scholar Armand Lauffer shows readers how to apply organizational theories to challenges they confront at work, and to uncover other challenges they may not yet be aware of.