| Description |
xvii, 254 pages ; 24 cm |
| Contents |
Machine derived contents note: CHAPTER 1 SETTING THE CONTEXT 11 -- 1.1 The roots of nonprofit activity in the US 13 -- 1.2 Key developments in the twentieth century 14 -- 1.3 The size and shape of the sector today 18 -- 1.4 The current policy issues 29 -- CHAPTER 2 BUILDING ORGANISATION CAPACITY 37 -- 2.1 Recognise lack of capacity as a critical -- constraint 39 -- 2.2 Invest in capacity building 42 -- 2.3 Identify the critical elements of organisation -- capacity 43 -- 2.4 Adopt new approaches to capacity building 47 -- 2.5 Pursue explicit strategies for increasing -- impact 55 -- 2.6 Measure the impact of capacity building 62 -- CHAPTER 3 MANAGING PERFORMANCE 67 -- 3.1 Grasp the opportunity to manage -- performance 68 -- 3.2 Recognise legitimate concerns 73 -- 3.3 Select measures that fit the organisation's -- mission 78 -- 3.4 Use results to drive decisions at every level 83 -- 3.5 Embed performance management into -- organisation culture 92 -- CHAPTER 4 CREATING STRATEGIC ALLIANCES 97 -- 4.1 Establish strategic alliances to increase -- impact 100 -- 4.2 Choose alliance types to suit the -- circumstances 104 -- 4.3 Create alliances with the corporate sector 113 -- 4.4 Build alliances on trustworthy relationships 117 -- 4.5 Merge to build strategic capacity 122 -- CHAPTER 5 EXPLOITING CHANGING PATTERNS OF -- FUNDING 128 -- 5.1 Take advantage of fundamental trends in -- finance sources 129 -- 5.2 Expect more demanding funders 134 -- 5.3 Capitalise on new funding sources 139 -- CHAPTER 6 LEADING WITH INTEGRITY 152 -- 6.1 Be a leader 154 -- 6.2 Mobilise around the mission 159 -- 6.3 Focus people on results 162 -- 6.4 Build a small focused team 166 -- 6.5 Invest in leadership and management -- development 171 -- CHAPTER 7 STRENGTHENING GOVERNANCE 175 -- 7.1 Ensure crystal clarity over the unique roles -- of the board 177 -- 7.2 Structure the board around governance -- tasks 180 -- 7.3 Take actions to enhance board performance 183 -- 7.4 Deepen the chair/chief executive relationship 188 -- 7.5 Continuously review the board's performance 189 -- CHAPTER 8 LEARNING FROM EACH OTHER 195 -- 8.1 Recognise similarities and differences 198 -- 8.2 Capacity building 206 -- 8.3 Performance management 209 -- 8.4 Strategic alliances 213 -- 8.5 Funding 214 -- 8.6 Lead with integrity 218 -- 8.7 Strengthen governance 219 -- 8.8 Focus on the new agenda 221 |
| Notes |
"Joint initiative of Compass Partnership and the Centre for Civil Society"-Prelim |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Nonprofit organizations -- Management.
|
| Author |
Compass Partnership.
|
|
Centre for Civil Society (London School of Economics and Political Science)
|
| LC no. |
2006462696 |
| ISBN |
1903991439 paperback |
|
