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Nonprofit leaders are beginning to confront the most importantunfinished business of their sector. Having invented scores ofsuccessful model programs to address virtually every type of socialproblem or goal, they are discovering that large-scale, sustainedimpact remains elusive. Today, the only way to get the full benefitof successful programs, however, is for nonprofit leaders to beginbuilding high performance organizations—nonprofits that arecapable of creating sustained, effective impact. That requiresreversing decades of underinvestment in the capacity of nonprofits.A sector that has been indifferent, if not hostile, to the needs ofits organizations, where leaders are forced to manage upstream,against countless obstacles, now needs to apply its ingenuity andpassion to the challenge of creating high performanceorganizations. Drawing on management techniques used by successfulmanagers in both businesses and nonprofits, High PerformanceNonprofit Organizations outlines approaches that nonprofits can useto build their capacity for learning, innovating, ensuring quality,and motivating staff. Illustrated with case studies and examples,the book outlines processes for achieving these goals, including:
CONNECTING ORGANIZATIONAL CAPACITY, PERFORMANCE, AND SOCIALIMPACT.
Organizational Performance: The Hidden Engine of SocialImpact.
Cross-Sector Lessons on Organizational Capacity.
BUILDING THE ORGANIZATIONAL CAPACITY THAT LEADS TO HIGHPERFORMANCE.
Quality Processes: Advancing Mission by Meeting Client Needs.
Product Development: Better Ideas and Better Implementation.
Benchmarking: An Organizational Process That Links Learning andResults.
Human Resources: Developing Employees to Advance OrganizationalGoals.
MOBILIZING STAKEHOLDERS FOR HIGH PERFORMANCE.
The Nonprofit Board: Creating a Culture of Performance.
The National Office: Leading Program Expansion by Supporting HighPerformance.
Virtuous Capital: Investing in Performance.
Building a Nonprofit Agenda for Performance.