Mission-Based Management E-Book

Peter C. Brinckerhoff

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: Wiley Nonprofit Law, Finance, and Management Series
• Sprache: Englisch

Seitenzahl: 589

Veröffentlichungsjahr: 2009

Beschreibung

The only nonprofit management book you must have-in an exciting new edition As a nonprofit manager, you have to be more effective and more efficient than ever to win funding and support to ensure your organization pursues its mission, meets community needs, and maintains its budget, while juggling the demands of funders, clientele, boards, staff, and community. This Third Edition of Mission-Based Management provides comprehensive, hands-on guidance that addresses your unique concerns as a nonprofit manager and policy-maker * Addresses the effects of SOX, organizational transparency, new technologies, technology planning, and marketing in today's environment * Is written by a nationally recognized expert who has trained thousands of nonprofit managers in hundreds of seminars on the best practices in nonprofit management * Includes in each chapter a recap and a list of questions for group discussion More than ever before, as a nonprofit manager, you want and need practical guidance on how to do your job and run your organization more effectively and efficiently. And more than ever before, Mission-Based Management, Third Edition provides the definitive answer.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

Acknowledgements

Preface to the Third Edition

About the Author

CHAPTER 1 - Introduction

Three Core Philosophies

Why Is This Third Edition Needed Now?

Mission-Based Management, Third Edition

Recap

CHAPTER 2 - Where We Were, Where We Are, Where We Are Going

Overview

How We Got Here

What the Next Ten Years Will Bring

Recap

CHAPTER 3 - What Works The Characteristics of a Successful Nonprofit

Overview

The Ten Characteristics of a Mission-Based Organization

What Is a Mission-Based Manager?

Recap

Questions for Discussion (Chapters 1-3)

CHAPTER 4 - The Mission Is the Reason

Overview

The Mission Statement Is Your Legal Reason for Existence

Writing or Rewriting Your Mission Statement

The Forgotten Mission Statement

The Mystery Mission Statement

Getting More from an Underutilized Resource

The Mission That Is Everywhere

Putting Actions behind Your Words

Recap

Questions for Discussion

CHAPTER 5 - Being Ethical, Accountable, and Transparent

Overview

Start In and Work Out

Ethics in a Nonprofit

Accountability

Transparency

Recap

Questions for Discussion

CHAPTER 6 - A Businesslike Board of Directors

Overview

Board Effectiveness

Barriers to Board Effectiveness

Board Members’ Responsibilities

Staff Responsibilities to the Board

Board Members’ Legal Liabilities

Avoiding Liability

Building a Better Board

Board Recruitment

Board Orientation and Education

Committees of the Board

Recap

Questions for Discussion

CHAPTER 7 - Leading Your People

Overview

The Inverted Pyramid of Management

Styles of Supervision

Communications

Delegation

Evaluation

Changing the Way You Evaluate

Staff Recognition

Recap

Questions for Discussion

CHAPTER 8 - Embracing Technology for Mission

Overview

The All-Online, All-the-Time World We Live In

Uses of Technology for the Mission-Based Organization

A Technology Checklist

Your Web Site

Keeping Current—A Review and Renewal Process

Recap

Questions for Discussion

CHAPTER 9 - Creating a Social Entrepreneur

Overview

The Characteristics of the Social Entrepreneur

Understanding and Accepting Risk

Business Ventures

The Steps of the Business Planning Process

How Much “Return on Investment” Do You Need?

Preparing Your Business Financials

The Ten Biggest Mistakes People Make on Their Financial Projections

Creating a Climate of New Ideas

Recap

Questions for Discussion

CHAPTER 10 - Developing a Bias for Marketing

Overview

Why Market?

Marketing Basics

Asking Does Make a Difference

Recap

Questions for Discussion

CHAPTER 11 - Financial Empowerment

Overview

What Makes a Financially Empowered Nonprofit

Numbers That Mean Something (and Those That Don’t)

Knowing What You Earn (and Lose)

Spending Less through Bottoms-Up Budgeting

Reporting Inside the Organization

Planning for Your Future Cash and Capital Needs

Keeping What You Earn

Does Your Board Prohibit Debt?

Working with Lenders

Finding the Right Bank

Creating an Endowment

Using Your Empowerment

Recap

Questions for Discussion

CHAPTER 12 - A Vision for the Future

Overview

The Phases of Planning

Why Plan?

Planning Options

Types of Plans

Planning Definitions

Outcomes of Planning

The Planning Process

Using the Plan as a Tool

Sample Plan Formats

Recap

Questions for Discussion

CHAPTER 13 - The Controls That Set You Free

Overview

The Control Development Process

Types of Controls

Bylaws

Conflict-of-Interest Policies

Financial Controls

Human Resources Policies

Media Policies

Volunteer Policies

Quality Assurance

Program Policies

Disaster Policies

Training and Enforcement

Recap

Questions for Discussion

CHAPTER 14 - A National Agenda Empowering Our Nonprofits

Overview

Three Outdated Theories

Overall Philosophy Changes That Are Necessary

Nonprofit Does Not Equal No Profit

Specific Action Items

An Exhortation

Recap

Questions for Discussion

CHAPTER 15 - Final Words

Index

Copyright © 2009 by Peter C. Brinckerhoff. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data

Brinckerhoff, Peter C., 1952-

Includes index.

eISBN : 978-0-470-55395-4

1. Nonprofit organizations—Management. 2. Associations, institutions, etc.—Management. I. Title. HD62.6.B’.048-dc22 2009019194

This book is dedicated to my mother:

Inger Melchior Hansen Brinckerhoff, 1924-1994 by far the best writer in the family.

Acknowledgments

No book like this is the author’s sole product. In my case, much of the theory, case studies, and applications presented here have been developed over my thirty-five years as a nonprofit manager, volunteer, developed over my thirty-five years as a nonprofit manager, volunteer, board member, consultant, and trainer. My consulting firm, Corporate Alternatives, has worked with thousands of nonprofits since 1982, and the exceptional efforts of the staff and volunteers of the organizations with which I have worked show up here repeatedly. My students at the Kellogg School of Management at Northwestern University have also provided me with fascinating insights into their perceptions on what nonprofits are and should be.

This book is therefore a compendium of consultation, research, applications, and experience, and like any observer in any field, I have incorporated ideas and experiences of others to apply to the field of nonprofits. Where appropriate, and when not violating confidentiality, these people have been noted in the text. Where they are not acknowledged, they are still greatly appreciated.

For this third edition, I would also like to particularly thank my technology experts, Ben Brinckerhoff and Dan Mayer, founders of Devver.net. Their understanding of both technology and the potential for technology to help nonprofits was crucial to major improvements to this text.

Preface to the Third Edition

It has been a long, strange road for all of us since the second edition of Mission-Based Management was published in 2000. As I read through the second edition, in preparation for writing this edition, I was repeatedly amazed at how much of the world we, and in particular the nonprofit sector, have changed; how many steps we have taken forward and how many back. While much of what I wrote in the last edition still holds true, particularly the core principles, so many of the trends that were just becoming evident then are completely absorbing now. For example, in 2000, most nonprofits had just gotten their first Web site, were feeling their way on how to use e-mail to its fullest extent, and nobody, not even a 16-year-old, had heard of texting. Many of us still carried beepers . . . so last century.

In 2000, the economy was booming, federal deficits were “a thing of the past,” and very few if any of us would have been able to answer the question: Who is Osama bin Laden? When the second edition came out, Bill Clinton was president, Al Gore was ahead in the race to succeed him, and Barack Obama was a state senator in Illinois, just beginning to think about running for the U.S. Senate in 2004.

So much has changed on so many levels, and it is time for a refreshed set of priorities for the mission-based manager. I have looked at, and revised, the characteristics of a successful mission-based organization. I have given you an updated set of predictions for the next ten years, added an entire chapter on ethics, accountability, and transparency, and brought the chapters on financial empowerment, marketing, and social entrepreneurship into agreement with the books I have written on those subjects since Mission-Based Management was published. I have also edited and updated the discussion questions at the end of each chapter to allow you to generate better conversations with your staff and board about which parts of the book most apply to your organization’s unique needs.

It is a fascinating and exciting time to be in the nonprofit world. We have more challenges, more opportunity, and more ways to respond to the increasing community needs that are at our doors. As a nation, as a planet, we need our nonprofits more than ever, certainly more than we did in 2000. We have to take our mission to a new level and a new Mission-Based Management will help you, your board, and staff get there.

About the Author

Peter C. Brinckerhoff has spent his entire adult life working in, around, and for nonprofits. He is dedicated to the concept that a nonprofit organization is a mission-based business, in the business of doing its mission.

When Brinckerhoff formed his firm, Corporate Alternatives, Inc., in 1982, it was the first consulting and training company in the United States dedicated exclusively to the management concerns of 501(c)(3) organizations.

A former VISTA Volunteer, Brinckerhoff knows how nonprofits work from his experience as a volunteer, his work as a staff member, and later as executive director of two regional nonprofits, and from his service on numerous state, local, and national nonprofit boards. He brings this understanding of the many perspectives in a nonprofit organization to his work.

Brinckerhoff is an award-winning author, with eight books and two workbooks in print, and more than sixty articles published in the nonprofit press. Three of his books, Mission-Based Management (John Wiley & Sons, 2000), Financial Empowerment (John Wiley & Sons, 1998), and Generations, The Challenge of a Lifetime for Your Nonprofit (Fieldstone Alliance, 2007), each won the prestigious Terry McAdam Award from the Alliance for Nonprofit Management. The award is given for “The Best New Nonprofit Book” each year. He is the only author to win the award multiple times. Brinckerhoff’s books are used as texts in courses at the undergraduate and graduate nonprofit management programs in more than 100 colleges and universities worldwide.

Brinckerhoff is also a highly acclaimed speaker and lecturer, presenting his ideas on how to make nonprofits more effective to dozens of audiences throughout North America, Europe, and Asia each year.

From 2003 to 2007, Brinckerhoff was an Adjunct Professor of Nonprofit Management at the Kellogg School of Management at Northwestern University. He taught the core graduate course in the Nonprofit Management program at Kellogg. In addition, Brinckerhoff has guest lectured at the graduate level at Boston University, University of Colorado, University of Illinois, and Vanderbilt University.

Brinckerhoff received his bachelor’s degree from the University of Pennsylvania, and his master’s degree in Public Health Administration from Tulane University. Raised in Connecticut, Brinckerhoff and his family lived in Springfield, IL, from 1977 to 2007. He and his wife now call Union Hall, VA, home.

The author can be contacted by e-mail at [email protected].

CHAPTER 1

Introduction

Welcome. This book is intended for you, the leadership of our nation’s nonprofit charitable organizations. It is designed to give you a different insight into how top-quality nonprofits really run, what works, what does not, and how to ensure that your organization is one of the ones that works, both this year and throughout the twenty-first century. It is intended to help you become a mission-based manager.

In this introductory chapter we’ll review the core philosophies on which I have based the book, examine the reasons that I feel the book is needed, and then take the first look at what the book holds and the best ways for you as a reader and a management practitioner to use it. By the end of the chapter, you should have a better understanding of my philosophical perspective and also be ready to get the most from the book as a whole.

Three Core Philosophies

Before you continue, you need to know that the material in this book is based on three philosophies. These philosophies have been the core of my consulting, training, and writing since 1982, and they express better than anything I have seen my beliefs about what your organization is and what it can become.

First: Nonprofits Are Businesses

Your organization is a mission-based business, in the business of doing mission. For-profits chase profits—nonprofits pursue their mission. But just because you are not primarily motivated by profit does not give you a license to be sloppy or to ignore a good idea simply because it was initially developed for the for-profit sector. Let’s take another minute to examine this because it is really important to what you are going to read in the rest of the book.

In the past decade many nonprofits made the decision to stop being a charity and start being a mission-based business. What’s the difference? In both cases, the stewards of the organization (paid staff or governing and nongoverning volunteers) are responsible for getting the most high-quality mission they can out the door using all the resources available. The difference lies in how a charity and how a mission-based business view their resources.

A charity views its resources as a combination of four things: people, money, buildings, and equipment. If you think about it, your organization has some combination of these four things, too. The charity uses these four resources to provide mission, and when the resources are used up, mission stops.

A mission-based business also has the same combination of four resources: people, money, buildings, and equipment. But it looks beyond just those four and also considers business tools in performing mission. Thus, it utilizes the techniques that business has spent literally billions of dollars and thousands of person-years honing and it turns them to mission. What is the result? Good marketing becomes good mission; good human resources (HR) becomes good mission; good inventory management, good cash flow management, good business planning, all of these become good and better mission. More high-quality mission out the door. And, if this is done right—and here is the key—the other four resources .