Nonprofit organisations are increasingly concerned with the need to demonstrate how social justice principles impact every aspect of their work. This is the only book to explicitly integrate social justice principles into the management of a nonprofit organisation. It provides students with the knowledge and skills required to integrate a social justice value system into their work as effective non-profit leaders. Using practical tips and illustrative case examples, the text explains the structure and processes of nonprofit organisations with a particular emphasis on social justice themes. The book is edited by an interdisciplinary team of prominent leaders in business, management, and social service, who together run the Fordham Center for Nonprofit Leaders. They have assembled a group of expert authors who provide extensive coverage of the nonprofit leadership field. The book discusses the history of the development of nonprofit management up to the present day. It addresses legal and ethical considerations, organisational planning and staff management, finance, public relations, fundraising, public advocacy and volunteerism, program design and grant development, governance and board development, developing an international nonprofit, information technology, career development, and creating a nonprofit/social entrepreneurship organization. Additional chapters address quality improvement, mentoring, and proposal writing, Included are plentiful case studies and review questions in each chapter. The text is ideal for students and faculty in social service administration, human service leadership, social work management, public and community health, public administration, and health care administration and management.

SINCE I BECAME A TERRORIST TARGET.
Encounters and Dialogues

Do I have to remain just a bystander waiting for the next terrorist attack?
People keep arguing with him about this question because he's a nationally known volunteer leader. But how can he advise them about what to do that would make a difference-when he himself doesn't know what he can do that's important? But then, using a two thousand-year-old model of what makes a society strong, this charity leader starts recording and analyzing his encounters and dialogues, hoping to find an action that people now can take to strengthen their threatened country. And, at the same time, also reduce the hatred against it.

He debates with business executives, street gang members, an angry Muslim man, a young mother who's given up sex, a frightened subway rider, an immigrant grandfather, college classmates at as reunion, his wife, children, friends, and many others. Then in the book's last section-twenty years into the future-as the Big War grows throughout the world, he finally understands the contribution he can make. But why does his plan risk sending him to jail?