Table Of Content

VOLUME 10 INDEX NO. 1, FALL 1999 Roles and Responsibilities of NO. 2, WINTER 1999 Nonprofit Boards,” 153-167 NO. 3, SPRING 2000 nedical treatment case study NO. 4, SUMMER 2000 tomer matrices in, 411-413 yns, as fundraisincogs t, 43 Association of Museums, 1989 Museums, 30-36 Academic politics, 88 Evaluation Association, 332 Accountability, 350; central Federation of State, County, and and, 425, 426, 429-430 ipal Employees (AFSCME), 306 laborations as strategy for n Health Information Management 98-99: evaluation and iation (AHIMA): characteristics of, background on movemé nario planninga t, 77-82 issues of, 93-101, 232 in Symphony Orchestra League sur and, 93-96, 97-98, 100 . oe H ity and meeting require ( ( onegre g4 ation and Com social service organizati viewed, 457—462 Accreditation systems Defining the Nonprofit Sector opportunity for women ynal Analysis. reviewed Adaptation. See Organizati “Adaptive Strategies of Nonprofit Michigan, merger case study vice Organizations in an Era and New Public Managen Corporation, 137-151; agencies Additive growth strategies , bn Se 141-142; design components Admission fees: to art mus¢ 144; evolution of, 140-15] tory museums, 35 rned from, 150-151; organiza Advertising, arts organizat ire of, 145-147 Advisory Center for Teens I [he Nonprofit Sector in Affiliated organizations, 365 eviewed, 209-214 local relationships ums, funding determinants for, Africa, 381 See also Museums, art and Aga Khan Rural Support Program1 Age Concern England, 428 \daptive Strategies of Nonprofit Age of Grantmanship, 93-94 1an Service Organizations in an Era of Agents, 234; defined, 401; ident Devolution and New Public Management segmentation of, 401-40 3; “A Better Method for Analyzing customer matrices ol, 405 ts and Benefits of Fundraising at vice-customer matrices Universities,” 39-56; “The Four C’s of Alcohol Outpatient Services (A‘ Government Third Sector Relations: Coop- Alexander, J.: “Adaptive Strategies of eration, Confrontation, Complementarity profit Human Service Organizations in an and Co-Optation,” 375-396; “Healthy Era of Devolution and New Public Man- Organizations, Unhealthy Communities?”, agement,” 287-303; “The Impact of Devo 355-373; “How Should an International lution on Nonprofits: A Multiphase Study NGO Allocate Growth? A Growth Plan for of Social Service Organizations,” 57-70 PLAN International,” 185-201; “The 109 110 INDEX Impact of Devolution on Nonprofits: A social appeal of, 279, 283-284; “superstar,” Multiphase Study of Social Service Orga- 281, 282; threats to health of, 272-273; nizations,” 57-70; “The ‘Income Gap’ and wage increase in, 274-275 the Health of Arts Nonprofits: Arguments, Aspen Institute Nonprofit Sector Research Evidence, and Strategies,” 271-286; Fund, 308 “Merger as a Strategic Response to Gov- Asset management costs, 43-44, 48-50, ernment Contracting Pressures: A Case 52-54 Study,” 137-152; “The Nonprofit Sector Association for Spina Bifida and Hydro- and Gender Discrimination: A Preliminary cephalus (ASBAH), 423, 427-428, 429, 430 Investigation into the Glass Ceiling,” Associational model, 460 251-269; “Relating the Central and the Associations: grassroot, factors in external Local: Options for Organizational Struc- impact of, 103-112; nonprofit manage- ture,” 421-433; “The Relationship Among ment education and, 90; scenario planning Funding Sources for Art and History for professional, 71-82; trade, 422 Museums,” 21-37; “Resisting Invisibility: Asymmetrical information: applied to child- Arts Organizations and the Pursuit of Per- care facilities, 236-237, 240-247; theory sistent Presence,” 169-183; “Returns on of, 235-236 Fundraising Expenditures in the Voluntary “At risk” populations, organizations that Sector,” 5-19; “The Role of the Economic serve, 61-62 Sector in the Provision of Care to Trusting AXIA Performance Centre, evaluation Clients,” 233-249; “The Role of Nonprofit resource of, 466, 470-471 Management Support Organizations in Sustaining Community Collaborations,” B 127-136; “Roles and Responsibilities of Community Nonprofit Boards,” 153-167; Backman, E. V., “Healthy Organizations, “Using Service-Customer Matrices in Unhealthy Communities?” , 355-373 Strategic Analysis of Nonprofits,” 397-420 Balanced scorecard, 465; resources for using, Artistic product, 175, 278; demand for, strate- 466, 468-469 gies for increasing, 278-280; productivity Barbetta, G. P., The Nonprofit Sector in Italy, and, 275 reviewed, 209-214 Arts organizations: brand validation of, Basic State Grants, 25-26 174-175; cost disease in, 274-277, 281; Baumol’s cost disease, 274-277 demand for, 23, 24-25, 35, 274, 281; Benchmarks, for fundraising expenditures, 7 demand-side remedies for, 278-280, Beneficiaries: impact of commercialization on, 281-284; educational outreach for, 280; 363; as stakeholders, 321-322, 334. See facilities of, 171-173, 180; funding inter- also Clients ' actions of, 21-36; government funding of, BENFAM, 385 22-23, 25-26, 273, 277-278; impact of Bequest expectancies, changes in, 45-46, technological advances on, 273-274; 52-54 income gap for, 231, 271-284; invisibility Best of Intentions, The: The Triumphs and of, 169, 180; performances of, 173-174; Failures of the Great Society Under persistent presence for, 125, 169-183; per- Kennedy, Johnson, and Nixon (Unger), sonalities in, 175-176, 177; productivity reviewed, 93-10] growth/nongrowth in, 275-277; public Best practices, 181, 473-474 perceptions of, 170, 178-179, 180-181; “Better Method for Analyzing the Costs and remedies for, 277-280, 281-284; seasons Benefits of Fundraising at Universities, A,” of, 173-174; signage of, 171-173; size of, 39-56 economic strategies based on, 281-284; Billis, D., interviewed, 85-92 Block grant funding for states, 291} yy d Girls Clubs of America, evaluation Blood transfusion, 369 resource of. 466. 47] Board evaluation, 160 Bozzo Evaluation Resources for Non- Board-executive relationship, 351 prolit Organizations: Usefulness and ] Board meetings, 157, 164-165 Applicability,” 463-472 Board members: boundary-spanning activit Branding, 174-175 of, 298; commercialization and spectiveso f, on unionization, 312-31 British Red Cross Society, 425, 426, 428, 430 as program evaluation stakeh I srooks, A [he ‘Income Gap’ and the reaction ol, to professionalization, 297—2 ealth of Arts Nonprofits: Arguments, } relationship of with manage! 2 viden and Strategies,” 271-286 Board restructuring, 367-368 rudney L., Commentary, 475 Board roles and_ responsibi 153-167, 322; in amateur s] tions, 156-157: for community board letin Board, 121—124, 227—229, 345-347 153-167; descriptive statisti factor analysiso f, 161-163; as final arbit Business management techniques: as adapta- 155-156; framework for, 157-16 tera tion strategy, 295-298; in U.K. nonprofit ture review on, 154-157 bility and, 155; need for 153-154; operations 163-165; pyramid of ning category ol, 162, li 65; strategic ampaigning organizations, 32 activities category of, 16] 2, 163-165 19. See also Political advocacy study and survey of framework of, 164-165 lian Centre for Philanthropy, 463, 464 Boardman, A. | Using Service-Custome! anadian Hemophilia Society, evaluation Matrices in Strategic Analy { Nonprol resource of, 466, 47] its,” 397-420 reer ladders, 350 Book Reviews: “Defin ing the Nonprol ( Carneg orporation, 216 tor Cross-National lyy:: |D iffering ltures ASE/N UBO fundraising cost-benefit Roles. and Histories 20¢ | las th analysl yul | il ; 40, 41-42 43, 45 Time Come to Reevaluate Who Will Be Accountablk ability?”, 93-101; “Private Nonprofits ina categorieso f: direct mail recruitment Public Sector Compendiun 325-329 evenu »y, 11; NTEE classification and “Understanding Congregations as Volun lL] rela efficiency of fundraising tary Organizations: New Nonprofit Sector,” 457-46 Central bodies: with individual members Boston Ballet, 368-369 +22: with local branches, 422 Bottom-up strategies, 421-422 itral-local relationships and structures, Boundary spanners, 436-437; profile o 1-433; age and, 424; boundaryleosrsg a 441-447 nizations and, 431-432; examples and Boundary-spanning activities, 298-29¢ models of, in United Kingdom, 426-429; 436-437. See also Collaborations external and structural factors in, 424-426; Boundaryless organizations, 431-432 factors that affect, 423-426; internal fac- Boy Scouts of America, evaluation resource of in, 423-424; models of, 422-423; 466, 471 1ature of activity and, 424: origin and 112 INDEX 423-424; perspectives on, 430-431; ser- Cleveland Orchestra, 170-171, 172, 174-175, vice variability and, 424; typology of, 178 422-423, 429; value of different models of, Cleveland/San Jose Ballet, 170-171, 173-174 429-430 Clients: defined, 234, 400; identification and Centre for Health Promotion, University of segmentation of, 400-403; key attributes Toronto, evaluation resource of, 466, 471 valued by, 413; service-customer matrices Centre for Voluntary Organisation, 85-86 based on, 404. See also Beneficiaries; Challenge Grants (NEA), 26 Service-customer matrices Chang, C. EF, Commentary, 117-119 Coalition of Neighbourhood Centres, evalua- Change: religious congregations and, tion resource of, 466, +71 457-462; resistance to organizational, in Coercion, 386-387 case study, 451-455 Coevaluation, 98. See also Participatory eval- Change management, 73. See also Scenario uation planning Coghlan, A. T., “Program Evaluation Practice “Changing Challenges of Management and in the Nonprofit Sector,” 331-339 Leadership in the U.K. Voluntary Sector, Cohesiveness, 170, 178, 179 The: An Interview with Stuart Ethering- Collaboration Questions, 438, 440 ton,” 319-324 Collaborations: benefits of, 435-436; com- Charity Commission, 323 mercialization and, 364-366; community Chicago Symphony, 282 127-135, 364-365; executive profile for, Chicago-area social service organizations, 361 352, 435-447; government-nonprofit, Chief executive officer (CEO), board roles 384-385; in relation to funding, 322. See related to, 156, 159, 160, 161, 162 also Community collaborations Child Guidance Clinic (CGC), 141-142 Collaborative evaluation. See Participatory Child-care facilities: asymmetrical information evaluation theory applied to, 235-237, 240-247; “Collaborator Profile for Executives of Non- clients of, 234; demographic trends and profit Organizations, A,” 435-450 need for, 233; fees of, 239; financial sol- Collective action, social networks and, vency of, 239, 244-245; incorporation vari- 357-358 able for, 241; logistic regression model of, Colombia, 385 240-242, 244; nonprofit versus for-profit, Commentary, 117-119, 341-344, 473-477 quality of, 231, 233-247; parental involve- Commercialization, 291; evaluation of, ment in, 236, 237, 239, 240, 241, 243, 244; 369-370; history of, in nonprofit sector, quality variables in, 236-247; regression 360-361; impact of, on community social methodology applied to, 240; research and networks, 355-371; impact of, on stake- theory related to, 234-236; stability of envi- holder relationships, 363-364; proposi- ronment/regrouping in, 236, 237, 239, 240, tions and hypotheses regarding, 366-369; 241, 242, 243-244; staff-to-child ratio in, retaining public service character through, 236, 237, 238, 239, 241, 242, 243; staff 299-300; social capital and, 350, 351, wages in, 236, 237, 238-240, 241, 243; 355-371; trend toward, 360-362; study descriptive findings for, 238-240; volunteerism and, 368-369. See also study methodology and sample for, 238 Earned income; Professionalization Child care, welfare reform and, 64-65 Common law, 210, 216 Citizens’ advice bureaus (CABs), 427 Communities: conflicts between agency per- Civil Rights Act of 1964, 251, 253; Title II, of sonnel and, 203-207; impact of nonprofit 1991, 253 commercialization on, 355-371; religious Civil society, 320, 324, 370-371, 461-462 congregations and, 457-462; social net- Cleveland Museum of Art, 178 works and capacity of, 356-360, 365-366 Community agenda, 130 Financing Higher Education Community-based socia tions, 61, 62, 292, 300-301] consumption, 279, 283-284 Community capacity: defined lations, as fundraisincogs t, 43 commercialization and yme, and demand for arts, 279 365-366; nonprofit , professional education, opportu- social networks related t r women versus men, 262—263 Community collaborations Care 33 relatedt o, 160, 161, 162 samples, 437-438 128; commercializatior 1 International Trade in Endan conflicts of interests in ies, 385 128; management sup} vernment-nonprofit relation role in, 127-135; need 85: characteristics and defini centered integration in, | 385; examples of, 385 tered integration in, 129 vernment-nonprofit relationship and, 356—360. See also« aracteristics and definition of Community empowerment xampleso f, 389 Community foundations, 2 Commentary, 341—344 also Foundations idraising: efficiency of, 10, 16 Community grassroots ass and use of | > tiveness tactors for ing: relationship of, to other = Grassroots associations es, 27-28; as strategic phil Community mental health tion, 365 odel of leadership, 297 Community needs, board ympany-sponsored founda- 159, 160 19, 220. See also Foundations Community relations, board organizational structures, 422 157, 162, 163 ns, foundationsas , 216. See also Community social networks, 35] yundations Community support organ M., “Private Nonprofits in a Public model, 135 ctor Compendium,” 325-329 Company-holding foundations, 21 benetit analysis: of fundraising, 39-55 Complementary government +ul} 1 decisions, 190. See also Univer- tionship, 387-388; characte sity fundraising cost-benefit analysis definition of, 387-388; examp! disease, 274-277, 281; demand-side Concert innovations, 278—279 remedies [or 278-280; supply-side reme- Conflicts of interest un dies for, 277-278, 280 rations, 134 ouncil for the Advancement and Support of Confrontational government-non Education (CASE), 40, 41-42, 43, 45 tionship, 385-387; characteristics and def- 490-50. 52. 34 inition of, 385-386; examples of, 386-387 ouncil for the Aid to Education (CAE) government coercion in 386-387: NGO 90-52 defiance in, 386 ouncil for Voluntary Service (CVS), 128 Congregation and Community (Ammerman ouncil on Accreditation for Services to Fam- reviewed, 457-462 ilies and Children (COA), 256-257, Connor, J. A., “The Role of Nonprofit Man 265-266 agement Support Organizations in Sustain- ouncils for voluntary service (CVS), 428 ing Community Collaborations,” 127-136 ourt psychologists unionizing, 306-307 114 INDEX Credibility: central-local relationships and, versus, in social services, 63; for nonprofit 430; of nonprofit management, 475; in management education, 89; strategies program evaluation, 337, 338, 339 for increasing, for arts organizations, Crisis management, 299 278-280 Cross-national definitions: of foundations, Democratic society, minority issues in, 215-223; of nonprofit sector, 209-214 327-329 Crowding-out effects, 22-23, 24, 278 Demographic factors in executive collabora- Customers: defined, 400-401; identification tiveness, 439, 441, 442 of, 398, 400-401; organizational versus Demographics: as determinant of giving, 22, individual, 403; segmentation of, 401-403; 23-24, 28; trends in U.S., 233, 252, 327 types of nonprofit organization, 400-401 Department of Third Sector Studies, 90-91 Cuyahoga County, Ohio, study of social ser- Dependent-care facilities: demographic trends vice organizations, 58-69; adaptation and need for, 233; quality of nonprofit strategies identified by, 293-301; focus versus for-profit, 231, 233-247 group results of, 62-68, 292-300; method- DeRuiter, G. L., “Merger as a Strategic ology of, 59-60, 292-293; survey results Response to Government Contracting of, 60-62; themes from, 62-68 Pressures: A Case Study,” 137-152 Developing countries: co-optation in, 388; D grassroots associations in, effectiveness factors for, 106-108 Data collection methods, for program evalu- Development grassroots associations: defined, ation, 334, 465 106; effectiveness factors for, 106-108 Davies, B., Commentary, +76 Development office costs, 43-45, 48-50, Dean, W., Commentary, 474-475 52-54 Decentralization, 421, 426, 431. See also Devolution: in 1980s, 291-292; community Central-local relationships and structure collaborations as strategy for, 127; defini- Decision making: desire for participatory, as tion and ideology of, 57-58; impact of, on unionization motivation, 309-310, 316; social service organizations, 57-69, impact of contracting on, 138-139; in 137-138, 287-288, 300, mergers as strat- merged organization, 144-145, 146; strate- egy for, 137-151; survival strategies for gic, 81-82, 351-353 dealing with, 127, 137-138, 231, 287-301; Decision-making phase of merger, 141-143 as worldwide trend, 209-210, 213, Deficit increase in arts organizations, 320-321, 323-324 271-273. See also Income gap Diaz, W. A., Commentary, 476 Defining the Nonprofit Sector: A Cross- Diffusive growth strategies, 189 National Analysis (Salamon and Anheier), Direct mail: efficiency of, 10-12, 16; preva- reviewed, 209-214 lence and use of, 10 “Defining the Nonprofit Sector Cross-Nation- Direct-response press advertising: efficiency ally: Differing Cultures, Roles, and Histo- of, 10; prevalence and use of, 13-14 ries,” 209-214 Disaggregated data, 405, 417-418 Degrees, in nonprofit management, 86, 89 Discriminant Function Analysis, 440-441, Delaware Symphony Orchestra (DSO), 171, 443, 445 173 Disposition, 170, 176-177, 179 Demand: decrease in, for performing arts Donor development, efficiency of direct-mail, organizations, 274, 281; impact of, on 10, 12, 16 museum earned income, 23, 24-25, 35; Donor motivations, 5—6 market failure theory and, 235; need Donor perceptions, of use of funds, 6-8, 17 Donor recruitment, efficiency Evaluation: approaches to, 464-465, 466; of 10-12, 16 commercialization, 369-370; issues of, Donor relationships, 350 93-101, 232, 341-344; organizational, Donor segregation, 283-284 97-98; organizational capacity for, 465, Donors: relative importance of, as stakehold 0; policy and, 93-96, 97-98, ers, 321-322; standing up to, 322 100-101; program, 99-100, 232, 331-339 Door-to-door distribution: efficiency of, 1( aluation phase of merger, 147-150 prevalence and use of, 13 aluation resources and manuals. Downsizing, 421 +63-472; evaluation approaches and Drucker, P EF, Commentary, 477 +64—465; listed and rated, 466; listed and Drug treatment programs, 365 reviewed, 470—471: research study meth- Duration, 170, 177-178, 179 ods for, 464: research study of, 463-472 valuation Resources for Nonprofit Organi zations Usefulness and Applicability 152 A . +0 > + Earned income: of arts museum aluation tools: creation of useful, 341-342: 28, 33; determinants of resources tor, 463-472 sample to deter- history museums, 35; ré mine potential social utility, 343 other funding sources, 22 aluation with Power: A New Approach to Commercialization Organizational Effectiveness, Empower- Eastern and Central Europe ment, and Excellence (Gray and Associ Economic disparities, 327 reviewed, 93-101 Economic Opportunity Program ive-board relationship, 351, 473 Economic rational choice model Executive compensation, 350 Economies of scale, 430 Executive director (ED), board roles related Editor's Notes, 1-3, 125-126 to, 156, 159, 160, 161, 162 349-354 Executives as collaborators, 352 Education, nonprolit management and lead boundary-spanning roles of ership, 85-92; Department of Third Sector demographic factoinr, s43 9, 441, 442; dis- Studies proposal for, 90-91; disciplines of ussion and conclusions about, 441-446; 88, 90; international enterprise for, 91-92 executive perceptionso f, 446; extraver for professional development, 323; sector sion-introversion and, 436, 437, 438, 441 boundary issues in, 87, 89, 327; university +43, 444; future research on, 447; gender based, status and future of, 85-92 and, 436, 437, 439, 441, 442, 443 “Effective Grassroots Association II he 444-445: instruments for measuring, Organizational Factors That Produce Exter- +38-—44]1 predictors of, 441; profile of, nal Impact,” 103-116 441-447 role ambiguity and, 436, 437 Empowerment evaluation. See Participatory 438. 441, 443, 445-446: role-boundary evaluation occupational stress and, 436, 437, 438, Entrepreneurs, 86 439, 441, 443, 444: study method and Etherington, S., interviewed, 319-324 sample for, 437-438; study results for, 441, Ethics: accountability and, 98-99; public trust 442-443; thinking-feeling and, 437, 438, and, 324 441, 443 Europe: foundations in, 215-216, 218-223 External environment: community grassroots nonprofit sector in, 210-214, 320-321] associations’ relationships with, 106; devel- European Foundation Centre, 218 opment grassroots associations’ relation- European Union (EU), 213, ships with 107-108 grassroots 116 INDEX associations’ impacts on, 103-112; sce- Financial surpluses, 351 nario planning and, 72 Fine, A. H., “Program Evaluation Practice in Extraversion-introversion, 436, 437, 438, the Nonprofit Sector,” 331-339 441, 443, 444 Five forces model, 411 Flattened organization, transformation to, in F case study, 451-455 Flexibility: in central-local organizational Facilitator, for merger decision-making structures, 422, 425, 426-427; of interna- phase, 142 tional nongovernmental organizations, Facilities, arts organization, 171-173, 180 194; 197 Faith-based social service organizations, 61, Focus groups, 59-60, 292-293 63, 292, 300-301. See also Religious con- Foundation Center, 217, 223 gregations; Religious organizations Foundations: art museum funding by, 27-28, Family Impact, 141-142, 143 32; categories of, 217-220; defining, in Family Medical Leave Act of 1993, 262 comparative perspective, 215-223; Family Service Units (FSU), 423, 427, 429 fundraising to, 15-16; legal definitions of, Features: “The Changing Challenges of Man- 216-217, 218, 221; in United States and agement and Leadership in the U.K. Vol- Germany, compared, 215-223 untary Sector: An Interview with Stuart Founders: of arts organizations, charismatic Etherington,” 319-324; “An Interview appeal of, 175-176; of social service orga- with David Billis,” 85-92; “When Change nizations, strategic expansion and, 295 Hits the Fan,” 451-455; “Where Loyalties Four-C’s model of government-nonprofit rela- Lie,” 203-207 tionships, 351, 383-391; background for, Federal funding: of art museums, 30, 31; ofa rts 375-383; co-optation in, 388-389; com- organizations, 22-23, 25-26; determinants plementarity in, 387-388; confrontation of, 26, 30, 31; of history museums, 33; rela- in, 385-387; cooperation in, 384-385 tionship of other funding sources to, 22, 30, “Four C’s of Government Third Sector Rela- 31, 33, 36. See also Government funding tions, The: Cooperation, Confrontation, Federal funding cutbacks: in 1980s, 291-292; Complementarity, and Co-Optation,” accountability and, 95-96; for arts organi- 375-396 zations, 21-22, 23, 273; commercialization France, nonprofit sector in, 211-212, 320 and, 361-362; in France, 211-212; impact Franchise model, 427 of devolution and, 57-69; impact of, on From the Field, 125; “A Collaborator Profile social service organizations, 58-59, for Executives of Nonprofit Organiza- 137-138, 287-288, 300; in Italy, 213; sur- tions,” 435-450; “A House Divided: How vival strategies for dealing with, 127, 231, Nonprofits Experience Union Drives,” 287-301; in Sweden, 213; as worldwide 305-317; “The Suitability and Application trend, 209-210, 213-214, 319-320. See of Scenario Planning for National Profes- also Devolution; Government contracting; sional Associations,” 71-83 Privatization Functional growth, 189 Federal organizational structures, 421, 422, Funding sources: for art and history muse- 428, 429-430 ums, 21-36; commercialization and new Federated organizations, 422 class of, 363; determinants of, models of, Fees: for art and history museums, 28, 35; for 22-25; impact of merger on, 148-150; child-care facilities, 239; for social services, interactions of, 21-36, 350-351; as pro- 365 gram evaluation stakeholders, 334; simul- Financial Accounting Standards Board taneous equation system of, 25-36; (FASB), 45-46 single-equation estimates of, 24 117 Fundraiser motivations, 118 tigation into tne Glass Ceiling, Fundraising, as board role/responsibility 251—269 162, 163 Giving, private. See Private giving Fundraising abuse: expenditures at Glass Ceiling Act of 1991, 253 factors in, 117-118 Glass Ceiling Commission, 253, 265 Fundraising benefits: accounting for, 40 Glass ceiling for women, 231, 251-266: back- changes in pledges and bequests and groundon , 2) 53; defined, 251; findingso n 45-46, 52-54; private grants as + 1-42 157-263 future research directions 50-52 See also University fundraising on, 264—265: remedies for 265-266 cost-benefit analysis study limitationansd , 263-264, 265: study Fundraising costs: accounting for, 40-55 methodology for, 256-257: study of, defi alumni, public, and constituent r nitions in 255; women in the nonprofit as, 43; asset management as, 43-44 labor force and, 254-255 48-50, 52-54; development office costs as slobal framework for government-nonprofit > 43-44, 48-50 52-54; donor perceptions relationships, 383-391 of expenditures and, 6-8; | ndraising slobal nonprofit trends, 209-210, 213 methods and, 117-118; in university 320-321 323-324; in government- pus study, 47-48; university nonprofit relationship, 376-377, 380-382 as, 42-43 s0al displacement and distortion, 290 Fundraising efficiency sOals divergence and convergence of, in donor perceptions of, 6-8; effectiveness government-nonprolfit relationships versus, 40—41; evaluation of lodology 383-391 for, 39-55; U.K. survey of, 9 iniversity ;oldman \ Collaborator Profile for 39-55 Executives of Nonprofit Organizations Fundraising> methods: cost-benefit analysis of 435450 39-55: cost-benefit ratios by ty s;Olensky, M., “Merger as a Strategic Response fundraising costs and, 117-11 to Government Contracting Pressures efficiency of, 1, 5-17 A Case Study,” 137-152 100d service, 246 G Goodwill Industries International, evaluation resource ol, 466, 471 Gelles, E., “The Role of the Economic Secto1 sovernance, 321, 324; commercialization in the Provision of Care t [rusting and, 364, 367-368; government-nonprofit Clients,” 233-249 relationship and, 381 Gender, collaborative abilities and, 436, 437 Government: as agent or sponsor, 401, 410; 439, 441, 442, 443, 444-445 diversity within, 39] Gender discrimination, 251—266: background s;overnment Accounting Standards Board on discrimination and, 253; findings of, in GASB 40 glass ceiling study, 259-261 Government contracting: central-local struc- Geographic expansion of international non tures and, 424-425; government-nonprofit governmental organizations: methods of relationship and, 36-138, 381, 385; handling, 189-190; in PLAN International impact of, on social service organizations, case study, 185-200; strategic drift and 97-69. 137 —139, 287-288, 300-301; loss 187-188, 190 of public character and, 65-66, 69; merger Germany, foundations in, 215-216, 218-223 as strategy for, 137-151: unionization and, Ghana, 381 305-306, 315-316; in United Kingdom, Gibelman, M., “The Nonprofit Sector and 319-321. See also Devolution; Federal Gender Discrimination: A Preliminary funding cutbacks; Privatization 118 INDEX Government funding: of arts organizations, Greenpeace, 386 22-23, 25-26, 273, 277-278, 281; com- Gross national product (GNP), 192-193 mercialization trends and, 362; impact of, Growth: basis of rational plan for, 190-191; on social service organizations, 59; rela- generic modes of, 189; measurements for tionship of, to other funding sources, planning, 191-194; models of, 188-189; 32-36; relationship of, to private giving, planning, for international nongovern- 22-23, 24, 27-28, 32, 33, 35, 36; trade-offs mental organizations, 185-200 between sources of, 32-33. See also Federal “Guns and Butter” dilemma, 95 funding; Local funding; State funding Government-nonprofit relationship, 59, 66, H 375-391; changes in, in United Kingdom, 319-321; co-optive, 388-389; comple- Harris, M.: “The Changing Challenges of mentary, 387-388; conceptual framework Management and Leadership in the U.K. for, 383-391; confrontational, 385-387; Voluntary Sector: An Interview with Stuart contracting and, 137, 138-139; coopera- Etherington,” 319-324; Editor's Notes, tive, 384-385; customer types and, 401; 1-3, 125-126, 231-232; Organizing God’ four-C’s model of, 351, 383-391; literature Work: Challengefso r Churches and Syna- review on, 382-383; management support gogues, reviewed, 457-462 organizations and, 128; public trust and, “Has the Time Come to Reevaluate Evalua- 323-324; rise of nongovernmental organi- tion? or, Who Will Be Accountable for zations and, 376-377; social networks and, Accountability?” , 93-101; commentary on, 359; strategic focus in, 390-391; tension 341-344 in, 379-382; theories of, 382-383; union- Head office syndrome, 430 ization and changes in, 305-306, 315-316; Health Canada, 471 woridwide trends in, 376-377, 380-382. Health care organizations: alternative, See also Devolution; Government con- 411-413; commercialization in, 355, 356; tracting; Privatization unionization of, 307 Government Performance and Results Act of Health clinic case study, service-customer 1993, 95 matrices in, 406-408, 416-417 Government repression, 386-387 Health grassroots associations: defined, 108; Grand Rapids, Michigan, Arbor Circle Cor- effectiveness factors for, 108 poration of, 137-151 Health information management (HIM), sce- Grant-making trusts, 15-16. See also Foun- nario planning for, 77-82 dations HMOs, quality of nonprofit versus for- Grassroots associations (GAs): characteristics profit, 235 of, 103; commercialization and, 370; “Healthy Organizations, Unhealthy Commu- community, 104-106; development, nities?” ,3 55-373 106-108; effectiveness factors for, Herman, R. D., Commentary, 473 104-112; examples of, 103; external Hernandez, C. M., “When Change Hits the impacts of, 103-112; government-man- Fan,” 451-455 dated versus non-government-mandated, Hierarchical organization, transformation 104-105; health and service, 108; models from, in case study, 451-455 of effectiveness of, 109-110; paid-staff History museums, funding determinants for, nonprofits compared to, 109-110, 33-36. See also Museums, art and history 111-112; peer ratings of, 109 Hodgkinson, V. A., “Defining the Nonprofit Gray, S. T., and Associates, Evaluation with Sector Cross-Nationally: Differing Power: A New Approach to Organizational Cultures, Roles, and Histories,” 209-214 Effectiveness, Empowerment, and Excel- Hospitals, 403; private takeover of, 355; lence, reviewed, 93-101 teaching, 65-66