Trying to do good deeds does not guarantee that a nonprofit organization will succeed. The organization must do good deeds well. This textbook offers a blueprint for nonprofit success, adopting a strategic perspective that assumes vision, mission, strategy, and execution as the pillars upon which success is built.

While many experts on nonprofits argue that fundraising is the single key to success, William B. Werther Jr., and Evan M. Berman show that effective fundraising depends largely on how the nonprofit is positioned and how it performs. They address such issues as leadership and board development, strategic planning, staffing, fundraising, partnering, productivity improvement, and accountability.

Emphasizing the context of nonprofits and detailing improvements than can be made by managers at all levels, the book strikes a balance between policy discussion and practical usefulness. Written for use in graduate courses in nonprofit management, Third Sector Management will also be invaluable to directors, staff, volunteers, and board members of nonprofit organizations.

William B. Werther Jr. is a professor of management, Office Depot Management Scholar, and co-director of the Center for Nonprofit Management at the University of Miami.

Evan M. Berman is an associate professor of public administration at the University of Central Florida. Both have written widely on nonprofit management and have served as consultants to nonprofit organizations.

Introduction

Part I: The Strategic Perspective and Players

1. The Third Sector The Strategic ApproachBenefits of a Strategic ViewpointLimitations to a Strategic ViewpointThe Life Cycle of NonprofitsOperational Nonprofit EvolutionNonprofit LeadershipMultiple Roles of LeadersNonprofit BoardsLeadership and StaffingStrategic ExecutionPlan of the BookConclusionsReferences

2. The Strategic View Why Vision MattersVision-Directed MissionStrategic ThinkingEnvironmental Evaluation of NonprofitsPlanning and Goal SettingPitfalls of Strategic PlanningLeadership Roles and Decision MakingStrategy and StructureConclusionReferences

3. Board Development Board ResponsibilitiesBoard InvolvementStructured Board InvolvementBoard EvaluationBoard RecruitmentOrienting and Integrating New Board MembersBoard RenewalLiabilities of Board MembersConclusionReferences

4. Strategic Leadership Evolving Boundaries and ExpectationsThe CEO's Strategic RoleLong-Range PlanningOther Leadership ResponsibilitiesConclusionReferences

5. Staffing Nonprofits Human Resource Information SystemStaff RecruitmentStaff SelectionStaff OrientationTraining and DevelopmentStaff EvaluationStaff CompensationMotivating VolunteersBuilding a Human OrganizationConclusionReferences

Part II: Strategic Execution

6. Nonprofit Productivity When Less Is MoreA Winning AttitudeTogether We CanA Little LeewayTechnology ManagementThe Accounting ApproachConclusionReferences

7. Evaluation and Accountability Fundamentals of EvaluationPerformance MeasurementData CollectionOrganizational EvaluationConclusionReferences

8. Building Bridges FrameworkAlliances among NonprofitsPartnerships with BusinessBecoming Like a BusinessAlliances Involving GovernmentConclusionReferences

9. Fundraising Strategic LinkagesAnnual Giving CampaignsSpecial EventsMajor GivingGrantsConclusionReferences

10. The Third Sector Reconsidered Vision/Mission-Driven NonprofitsThe Strategic ConnectionThe Life Cycle of NonprofitsThe Success Triangle: Board, Leadership, StaffEfficiency and EffectivenessAlliances and PartnershipsThe Great Funding CrisisThe Future of NonprofitsThe Golden Age of NonprofitsGlobal TrendsConclusionReferences