WESTERN STATE COLLEGE
Nonprofit Extended Studies Courses
N*STAR – seminar series to strengthen nonprofit management, governance and organizational effectiveness
Western Colorado Community Foundation
COMMUNITY RESOURCE CENTER
Colorado Grants Guide
Classes, seminars and training
BIBLIOGRAPHY: (Remember that CFGV has an extensive “lending library”)
BoardSource. The Source: Twelve Principals of Governance that Power Exceptional Boards. Washington, D.C. BoardSource. 2005.
The Source enables nonprofit boards to operate at the highest and best use of their collective capacity. Aspirational in nature, these 12 principles offer chief executives a description of an empowered board that is a strategic asset to be leveraged. They provide board members with a vision of what is possible and a way to add lasting value to the organizations they lead.
BoardSource. Wrestling with Board Dilemmas: Case Studies for Nonprofit Leaders. Washington, D.C. BoardSource. 2011.
Each case presents a real nonprofit board dilemma, full of the twists and turns of real life and the drama that occurs when people come together to sort out thorny governance issues. While the characters and organizations in the cases are fictitious, the issues that the cases address are based on situations that BoardSource has encountered in boardrooms around the country. Following each case study, the reader will find a worksheet with questions. Finally, each of the 45 cases included in this resource has three responses that represent a broad spectrum of viewpoints from chief executives, board members, consultants and senior staff. This variety ensures a rich diversity of possible solutions. The opinions contained in this resource are offered by 135 different people and were formed after years of experience in the boardroom “trenches.”
Bolman, Lee G. and Terrence E. Deal. Reframing Organizations. San Francisco. Josey Bass. 2005.
The 3rd Edition of this classic distills organizational literature in a way that helps the reader/leader find new opportunities and options in troubling organizational situations. Lots of case studies.
Carver, John. Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations. San Francisco. Wiley and Sons. 2006.
The 2006 third edition, Carver continues to look at a Policy Governance – a different approach to effective governance. It emphasizes values, vision, empowerment of both the board and staff, and strategic ability to lead leaders. This latest edition has been updated and expanded to include explanatory diagrams that have been used by thousands of Carver’s seminar participants. It also contains illustrative examples of Policy Governance model policies that have been created by real-world organizations. In addition, this third edition of Boards That Make a Difference includes a new chapter on model criticisms and the challenges of governance research.
Chait, Richard P, William P. Ryan and Barbara E, Taylor. Governance as Leadership: Reframing the Work of Nonprofit Boards. Hoboken, N.J. John Wiley & Sons for BoardSource. 2005.
Written by consultants and researchers, this book redefines nonprofit governance by proving a powerful frame work for a new covenant between Boards of Directors and executives. “More macro-governance in exchange for less micromanagement.” Using three modes of governance – fiduciary, strategic and generative, which are all important to exemplary leadership, the premise of the book is that Boards need to do more generative work to be doing governance at the highest level.
Collins, Jim. Good to Great: Why Some Companies Make the Leap . . . and Others Don’t. New York. Harper Collins . 2001.
Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11–including Fannie Mae, Gillette, Walgreens, and Wells Fargo–and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn’t require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. –Harry C. Edwards, Amazon
Collins, Jim. Good to Great and the Social Sector: A Monograph to Accompany Good to Great . New York Harper Collins. 2005.
Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline.” — Jim Collins This monograph sprang from the realization that the Good to Great concepts have use far beyond business – in government, non-profits, schools, and just about everywhere else. The monograph rejects the idea that the social sectors should operate more like business and shows how the Good to Great concepts can be successfully adapted to worlds in which success is not measured in economic terms. (Collins’ website). A short 42 pages full of inspiration and leadership nuggets.
Crutchfield, Leslie R. and Heather McLeod Grant. Forces for Good: The Six Practices of High Impact Nonprofits. San Francisco. John Wiley & Sons. 2007
Jim Collins, author of Good to Great, says, “Crutchfield and McLeod have made a significant contribution with a Very Big Idea – the shift in focus from building an organization to building a movement. Inspired and inspiring, this book can change the way the world works by changing how leaders think.”
Drucker, Peter. Managing the Nonprofit Organization: Principles and Practices. New York. HarperCollins. 1990.
Written primarily for executive directors, this book consists of five (5) parts. Parts IV and V are most relevant to the topic of this seminar/workshop. In each part, Drucker first addresses the topic. This is followed by one or two interviews with a distinguished performer in the nonprofit sector. Each part concludes with a short, action-focused summary.
I. The Mission Comes First (and your role as a leader)
II. From Mission to Performance (effective strategies for marketing, innovation, and fund development)
III. Managing for Performance (how to define it; how to measure it)
IV. People and Relationships (your staff, your board, your volunteers, your community)
V. Developing Yourself (as a person, as an executive, as a leader)
Epstein, Marc J. and F. Warren McFarlan. Joining a Nonprofit Board: What You Need to Know. San Francisco. John Wiley and Sons. 2011
The authors include discussion of mission, performance measurement, financial strategy and oversight, philanthropy, board structure and role, relationship of chief executive and board chair (a complex partnership), and best practices and expectations of board members as trustees. Each chapter contains a concise summary and a set of questions the board should ask itself relative to the topic of discussion in the chapter. This book also provides a very useful list of references and reading list for senior managers and board members as well as several case studies.
Lakey, Berit M. The Board Building Cycle: Nine Steps to Finding, Recruiting, and Engaging Nonprofit Board Members. Washington, D.C. BoardSource. 2007.
This book is intended not only for organizations where the board is charged with selecting its own members but also for organizations where the authority to appoint new board members rests elsewhere. Included is downloadable content containing forms, worksheets, sample documents, and a PowerPoint® presentation for orienting new board members.
Sand, Michael. How to Manage an Effective Nonprofit Organization: From Writing and Managing Grants to Fundraising, Board Development, and Strategic Planning. Career Press. Pompton Plains, NJ. 2005.
This book contains several hundred practical tips for taking initiatives and solving problems that the author developed during his 40 years of working with nonprofit organizations. The appendix includes 17 frequently asked questions, the first six deal with board development.
Websites and “magazines”
Some of these sites offer subscriptions; all have some free material; many have free newsletters or blogs
Board Member http://www.boardmember.com/
Chronicle of Philanthropy http://philanthropy.com/
GuideStar http://www.guidestar.org (not just for looking up 990s – they have articles, too)
Harvard Business Review http://hbr.org/
Management Library http://managementhelp.org/boards/index.htm
Nonprofit Quarterly http://www.nonprofitquarterly.org/
Philanthropy Journal http://www.philanthropyjournal.org
Online Article: How to Start A Non-Profit Organization in Colorado
Online source for all-inclusive nonprofit information
Join LinkedIn http://www.linkedin.com/ (the world’s largest professional network) . . . and then join some of their discussion groups!