This timely textbook, reflecting the trends and developments in the nonprofit sector over the past decade, encompasses the core competencies required to lead nonprofit organizations through social innovation and impact during the 21st century. It fills a knowledge gap for leaders, managers, practitioners, students, faculty members, and providers in this rapidly growing field by providing a comprehensive framework for how to run and manage nonprofits. This includes all of the tools needed to affect social change through ethical business practices, management and leadership business strategies, social marketing, and policy analysis across government, nonprofits, and philanthropy.
The growth of this field is evidenced by recent national efforts including the establishment of a White House Office of Social Innovation and Civic Participation, a National Alliance for Social Investments, and the Stanford Social Innovation Review. The book addresses solutions to key problem for professionals in the nonprofit sector: creating a return on investment defined by concrete outcomes and ability to demonstrate their organizationís impact. Organizational case studies are presented by practitioners who have used innovative principles to organize, create, and manage ventures to influence social change locally, regionally, and beyond.
Key Features:
- Provides a comprehensive framework for how to run and manage nonprofits in the 21st century
- Describes the core competencies and tools needed to affect social innovation and impact
- Addresses a key problem for nonprofit professionals: the need to provide donors with a social return on investment
- Discusses how nonprofit leaders can demonstrate their organizationís impact
- Written and edited by highly respected professionals in the nonprofit field
Table des matières
‘
Contributors ix
Foreword Diana Aviv, MSW xxiii
Preface xxix
Acknowledgments xxxi
1. Introduction and Overview 1
Marissa Prianti, Caroline Ridgway, Nicholas D. Torres, and Tine Hansen-Turton
2. Nonprofit Accountability, Transparency, Governance, Fiduciary
Responsibilities, and Ethics 7
Jennifer Alleva, Jill M. Michal, and Nicholas D. Torres
3. Evaluating Organizational Impact and Outcome Measurement 25
David E. K. Hunter
4. Outcomes As Scaling Platforms 51
Ken Berger, Lisa R. Kleiner, Jeff Mason, Farrah Parkes, and Robert M. Penna
5. Next-Generation Nonprofits 63
Michael Clark, Clifford C. David, Jr., Jason Hwang, Nancy Moses, Suzy Nelson, and
Nicholas D. Torres
6. Convening, Leading, and Supporting the Social Sector: Best and Next Practices 81
Richard Cohen, Liz Dow, Tine Hansen-Turton, and R. Andrew Swinney
7. Generational Leadership in Leading Social Innovations and Impact 97
Mark Carnesi, David Castro, Tine Hansen-Turton, Erin N. Hillman, Jeff Klein,
R. Andrew Swinney, Independent Sectoróthe 2010 American Express NGen Fellows,
convened
by Independent Sector
8. The Death of PlanningóThe Birth of Strategic Action Plans 119
Sara Brenner, Fernando Chang-Muy, Paul Connolly,
Jeremy Christopher Kohomban, Nicholas D. Torres, and Peter York
9. Complex Organizations in the Nonprofit Social Sector 131
Richard Cohen, Maria Cristalli, Undraye Howard, and Tine Hansen-Turton
10. Finding Your Funding Model: A Practical Approach to Nonprofit
Sustainability 145
Peter Kim, Gail Perreault, William Foster, and Meg Rayford
11. Marketing and Communication 181
Dina Wolfman Baker and Theodore Search
12. Government Contracting and How to Navigate Fiscal Crisis 197
Daniel Stid, Willa Seldon, and the Urban Institute
13. Advocacy Strategies for Policy Change 229
Tine Hansen-Turton, Tess Mullen, Susan Sherman, and David Thornburgh
Appendix A: Methodology for the Independent Sector NGen Fellows Project 245
Appendix B: Design and Function of the CCAT 249
Appendix C: How to Research Funding Sources 255
Appendix D: Recommended Readings 259
Index 261
‘A propos de l’auteur
Nicholas D. Torres, MEd, is a cofounder of the Philadelphia Social Innovations Journal. He also serves as a senior fellow for Public/Private Ventures and is the president of Education-Plus, Inc., where he scales 9 to 14 college-access and completion models for low-income students, school-based health centers, and quality education interventions for specialized populations via blended learning models.
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