Cases in Nonprofit Management

Pat Libby is a popular speaker, writer, and change management consultant who views her work with third sector organizations through the kaleidoscope of her experiences as a long-time nonprofit CEO, academic, board member, and consultant to innumerable organizations. A self-described "recovering academic," Pat founded and led the Nonprofit Institute at the University of San Diego for 14 years - creating graduate programs at the master's and doctoral levels, an endowed research center, and community education programs serving hundreds of people and organizations each year. Alumni of these programs now lead many premier nonprofit/philanthropic organizations in the U.S. and abroad or serve on the faculty of third-sector focused academic programs. In forming the Institute, Pat realized a vision for an academic center that would interweave research, theory and practice. Pat is the author of several books. The Lobbying Strategy Handbook (SAGE 2012), 2nd edition (Oxford University Press, 2021) is an engaging "how-to" guide for nonprofit practitioners who are seeking a simple blueprint for learning how to take part in the legislative process. She is co-author, with Laura Deitrick, of Cases in Nonprofit Management (SAGE 2017), and is a contributing author in Technology, Activism and Social Justice in a Digital Age (Oxford University Press, 2018), John McNutt, editor. Pat's largest readership is reached through a popular monthly blog where she writes on a variety of nonprofit leadership topics. The blog can be found at Patlibby.com/blog A Boston native, Pat holds a graduate degree in Urban Planning from MIT and a bachelor's degree in Spanish and Sociology from Tufts University. Her complete CV and more information are available at Patlibby.com

Chapter 1: Nature of the Sector Introduction Case 1.1: Social Enterprise within a Nonprofit Organization Case 1.2: To Start or Aid an Existing Organization Case 1.3: When Mission and Money Collide Case 1.4: Why Bylaws Matter Chapter 2: Board of Directors Introduction Case 2.1: Conflict of Interest Case 2.2: Hiring Board Members as Staff Case 2.3: The Board's Role in CEO Evaluation Case 2.4: The Rubber Stamp Board Chapter 3: Executive Leadership Introduction Case 3.1: The Board's Role in Executive Transition Case 3.2: CEO Pay Case 3.3: Challenges of Executive Search Case 3.4: Toxic Leadership Chapter 4: Measuring Performance Introduction Case 4.1: Establishing Metrics Case 4.2: When Outcomes Fail to Meet Established Benchmarks Case 4.3: When the Program Isn't Working Chapter 5: Strategic Decision Making Introduction Case 5.1: Generating Revenue by Selling Assets Case 5.2: Policy Disputes Case 5.3: Setting Strategy Chapter 6: Human Resource Management Introduction Case 6.1: Policies and Procedures for Staff Members in Crisis Case 6.2: Employee Substance Abuse Case 6.3: Volunteers Ignoring the Rules Case 6.4: When Volunteers Run Amok Chapter 7: Risk Management Introduction Case 7.1: Stolen Information Case 7.2: Theft Case 7.3: Vulnerable Populations Case 7.4: Workplace Accidents Chapter 8: Public Relations and Marketing Introduction Case 8.1: A Change in Policy with Unforeseen Consequences Case 8.2: Celebrity Endorsements Case 8.3: Dealing with the Press Case 8.4: Devising Marketing Strategies Chapter 9: Generating Revenue Introduction Case 9.1: Donor Management Case 9.2: Endowments Case 9.3: Accounting for Fundraising Costs Chapter 10: Financial Management Introduction Case 10.1: Decision Making Case 10.2: Misallocation of Grant Money Case 10.3: Transparency Chapter 11: Advocacy and Lobbying Introduction Case 11.1: Meeting Your Mission Case 11.2: Public Policy Versus the Bottom Line Case 11.3: Staff Advocacy Chapter 12: Technology Introduction Case 12.1: Internal Systems Case 12.2: Integrating Technology Case 12.3: Social Media Chapter 13: Grantmaking Introduction Case 13.1: Deciding When to Hire Staff Case 13.2: Donor Advised Funds Case 13.3: Foundation-Initiated Collaboration Case 13.4: When a Foundation Accomplishes Its Mission Chapter 14: International Nonprofits Introduction Case 14.1: Cross-Cultural Clash Case 14.2: NGO Accountability Case 14.3: The Organic Nonprofit Case 14.4: When Donors Don't Want to Fund Overhead

"Libby and Detrick have compiled a rich and interesting set of cases that are sure to inspire thoughtful conversations in any NP management course." -- William A. Brown "The originality of the work is a huge advantage, as is the fact that they are teaching cases that end without a clear, "best" answer. Finally, the inclusion of issues unique to international nonprofits is a welcome addition and one I have not run across in previous texts." -- Doreen Swetkis "Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case. It is refreshing to have such a tool to assist in the education of our future nonprofit leaders." -- Emma A. Powell "Students will appreciate learning through these cases, as they serve as a safe place for pre-service students to test out ideas and solutions to real problems, and allow mid-career students an opportunity to reflect on similarities and differences in their own workplaces, all while tying theory to practice." -- Erin K. Nemenoff "This text is an excellent tool to provide students the "critical-thinking" application that is missing from many texts." -- Laurie Taylor-Hamm "Cases in Nonprofit Management -A hands on approach fills a real hole in the nonprofit curriculum. While good texts are increasingly coming to market, there are few supplemental texts and really nothing else that seeks so clearly to facilitate critical thinking and discussion among students." -- Shelly Arsneault "I would have no problem fitting this book into my graduate courses." -- Bonnie Peterson "Having short mini-cases for a broad range of topics that typically get covered in an Introduction to Nonprofit Management class is very useful and fills a long-standing need." -- Stefan Toepler