Nonprofit Management 101

A Complete and Practical Guide for Leaders and Professionals

Darian Rodriguez Heyman, Laila Brenner

• Editorial: Wiley
• Año: 2019
• ISBN:
  9781119585473
• Edición: 2
• Categoría: Business
• Categoría: Nonprofit Organizations & Charities

A new edition of the essential guide to nonprofit management

This intensely practical, comprehensive guidebook is for both leaders new to the nonprofit sector looking for a quick primer on all the issues that matter, as well as established veterans looking to understand how all the pieces fit together. Showcasing practical tips and takeaways, this how-to manual and resource guide provides easy to implement solutions for organizations seeking to expand impact and meet mission. Seasoned veterans including Van Jones, Fair Trade founder Paul Rice, Lynne Twist, Kay Sprinkel Grace, Joan Garry, and more share knowledge and useful insights on all aspects of nonprofit management, including:

• Fundraising from individuals, companies, and foundations
• Online fundraising, social networking, and effective use of technology
• Marketing, public relations, and events
• Board and volunteer engagement
• Human resources and career planning
• Lobbying and advocacy
• Legal and financial management
• Leadership and strategic planning

This is essential reading for anyone in the nonprofit sector looking for the latest information in the field.

Part One
The Big Picture – What the Field Is All About and Where You Fit In

What would you do if you knew you could not fail?

—Robert H. Schuller

So, you want to change the world, huh? Well, welcome to the movement – to the “Movement” with a capital “M,” actually. The Movement for peace, for social justice, for sustainability, for the world we all know is possible. There is an infinite amount of work to be done, so we can use all the help we can get, and we need all of you on board giving it your best. All of this begs the question, how can you most effectively channel your passion, your vision, and your time toward a cause that you care about?

Welcome to Nonprofit Management 101: A Complete and Practical Guide for Leaders and Professionals. You've already decided to work in the nonprofit sector, whether you started an organization or joined one. We don't know what kind of nonprofit, how large, how fast it's growing, or how long it's been around, but we do know this: there are a common set of management needs that all nonprofits face. And those are the issues that are addressed in this manual, this handbook.

Before we get into it, let us offer a reality check for those of you talking and thinking about “my cause” or “my community.” You may be in for a rough ride. You see, it's important to realize that all nonprofits, at least in the United States, have the same owner. “Who is that?” you ask. “The board?” “The staff?” “The founder?” “Me?” Well, not quite. Every one of the over 1.5 million registered 501(c)(3)s in this country is owned by…the public. Point being, it's not about “my cause,” it's about the cause. A board of directors is merely a group of people entrusted to represent the public interest – that's why they're sometimes called “trustees.”

So please, please remember who you work for.

We bring this point up at this early juncture because all too often people run out and start a nonprofit or launch a program without taking the time to see who else is out there working on similar issues. The fact is, you owe it to the cause and to the community to do your homework and survey the landscape before you pitch your tent. In fact, we'll take it one step further and say that you are morally obligated to proactively reach out to potential collaborators and competitors and seek out opportunities to support their efforts before starting anything new. In the end, if you still decide to go it alone, at least you'll have a sense of other efforts in the field and how your contribution is unique.

President Bill Clinton said it best: “Seek first to collaborate, and only then to lead.”

The problem is, we are taught from the time that we are children that it's a “dog-eat-dog” world, a zero-sum game ruled only by the natural law of survival of the fittest. Well, brothers and sisters, we're here to tell you that we've been duped, hoodwinked, fooled, and misled. Yes, that's right: we've been lied to. You see, if you take a look at the natural world, as nonprofit pioneer Dr. Kevin Danaher is fond of pointing out, you'll note that dogs don't eat dogs.

All of this to say collaborate, collaborate, collaborate: “your” community, “your” cause, and the people you serve will thank you for it. And if you've done your homework and are still committed to starting a new nonprofit, consider getting a “fiscal sponsor.” A fiscal sponsor is an established nonprofit that allows you to come under their umbrella, thereby enabling you to accept tax-deductible donations and receive most of the benefits of being a standalone organization. Some groups like Tides Foundation specialize in this work, but any nonprofit that is so inclined can offer to house you. Especially during the early days, this can be a great way to avoid the cost and administrative headache of starting and maintaining a nonprofit, enabling you to focus on the actual work instead.

You have chosen to work in a sector full of people committed to living their daily lives in service. You should rest easy knowing that you're in good company, surrounded by people with the best intentions who are willing to put in the work needed to build a better world. Let us proceed with the confidence needed to persevere through the difficult times. For when we stumble, or our colleagues stumble into us, we are reminded that unwavering tenacity is one of the most crucial elements to success for anyone in a leadership position. And remember the need for personal balance and sustainability, as Van Jones so eloquently shared in his introduction: this work is a marathon, not a sprint. May this handbook serve as a useful tool for leaders and managers looking to bridge the gap and expand their capabilities.

As we begin our journey together, we start with the big picture, for any effective leader must have a clear grasp of the field on and in which they operate. How did this huge and vibrant sector get started in the United States, and just how big is it, anyway? What career pathways does the social sector offer to an ambitious and committed leader, and how can you most gracefully scale that ladder? Finally, if you're looking to grow your personal passion and cause into a movement, what are the keys to success and impact? All of these issues and more will be covered in Part One.

CHAPTER 1
Nonprofits in the United States

By Robert Glavin, MNA, Founder, Glavin Jacobson Inc., and Emeritus Professor, University of San Francisco; Updated for second edition by Marco Tavanti, Phd, Professor of Nonprofit Management, University of San Francisco

Introduction

Today, what nonprofits do is vast, diverse, and invaluable to both American and global life. The nonprofit sector is a major force for good in our society. We are the primary drivers of social change and the providers of a wide array of goods and services; are essential to public policy and advocacy; hold critical responsibility for meeting broad social needs; share responsibility for education with government and, to a lesser degree, with the private sector; hold a declining but still large responsibility for providing health care; are the home of most fine arts and culture; and include all religious organizations.

This didn't happen overnight, and the work you do – whether it's focused on feeding the homeless, empowering youth, or helping to address climate change – is only possible because of the generations of hard work and passionate leadership that preceded yours. As it is said, if we stand tall, it is on...