Cover -- Title -- Copyright -- Contents -- Contributors -- Organization Contributors -- The Alliance for Children and Families -- The Bridgespan Group -- The Children's Village -- Community Wealth Partners -- Conservation Economics Services -- Education-Plus, Inc. -- Eisenhower Fellowships -- Fels Institute of Government, University of Pennsylvania -- Hillside Family of Agencies -- The Independence Foundation -- Independent Sector -- Nancy Moses Planning+Development -- OMG Center -- The Philadelphia Foundation -- Philadelphia Social Innovations Journal -- Public Health Management Corporation -- Skipta, Ltd. -- Social Impact Exchange -- TCC Group -- The Urban Institute -- The Wharton School Leadership Program, University of Pennsylvania -- Your Part-Time Controller, LLC -- Individual Contributors -- Jennifer Alleva, CPA -- Dina Wolfman Baker, BA -- Ken Berger, MBA -- Sara Brenner, MBA -- Mark Carnesi, PhD, MEd -- David Castro, JD -- Fernando Chang-Muy, MA, JD -- Michael Clark, MPA -- Richard Cohen, PhD, FACHE -- Paul Connolly, MPPM -- Maria Cristalli, MPH -- Clifford C. David, Jr., MS, BS, BA -- Liz Dow, MBA, MA, BA -- William Foster, MBA -- Tine Hansen-Turton, MGA, JD, FCPP, FAAN -- Erin N. Hillman, MEd -- Undraye Howard, MA -- David E. K. Hunter, PhD -- Jason Hwang, MD, MBA -- Peter Kim, MPP -- Jeff Klein, MBA -- Lisa R. Kleiner, JD, MSS -- Jeremy Christopher Kohomban, PhD -- Jeff Mason, MBA -- Jill M. Michal, BS -- Nancy Moses, MA -- Tess Mullen, MPA -- Suzy Nelson, LSW -- Farrah Parkes, MPA -- Robert M. Penna, PhD -- Gail Perreault, MBA -- Marissa Prianti, MPA -- Meg Rayford, MS, PhDc -- Caroline Ridgway, JD -- Theodore Search, PharmD, RPh -- Willa Seldon, MBA, JD -- Susan Sherman, MA, RN, FAAN -- Daniel Stid, PhD -- R. Andrew Swinney, MHA -- David Thornburgh, MPP -- Nicholas D. Torres, MEd -- Peter York, MSSA -- Foreword -- Change.

Innovation -- Adaptability -- Learning Focus -- Meaningful Networks -- Conclusion -- Notes -- References -- Preface -- Acknowledgments -- 1. Introduction and Overview -- Purpose and Audience of the Book -- Why Focus on Leadership Through Social Innovation and Impact? -- Issues Explored by the Book -- History and Evolution of the U.S. Nonprofit Sector -- The 21st-Century Nonprofit Sector -- Size, Characteristics, and Economic Impact of the 21st-Century Nonprofit Sector -- A Final Note to the Reader -- Notes -- References -- 2. Nonprofit Accountability, Transparency, Governance, Fiduciary Responsibilities, and Ethics -- Issues Facing the Nonprofit Sector -- A New Breed of Investors -- Effectively Moving an Organization to Excellence in Financial Management -- Dangers of Poor Financial Management -- The Fundamentals of Financial Management -- Accounting -- Reporting -- Analysis -- Planning -- Internal Controls -- Best Practices -- Internal Systems -- Conclusion -- Case Study: United Way of Southeastern Pennsylvania (Referred to Herein as United Way): Becoming a Performance-Based Organization -- Moving to Focus -- Investing in Results -- Results and Questions Raised -- Note -- References -- 3. Evaluating Organizational Impact and Outcome Measurement -- Evaluating Organizational Impact -- Introduction -- Some Basic Terms Defined and Discussed -- Preconditions for Driving to Organizational Impact -- Performance Management for Organizational Impact -- Performance Data and Evaluative Data -- Methods and Metrics for Understanding the Likelihood of Organizational Impact -- Summary -- Notes -- References -- 4. Outcomes As Scaling Platforms -- Billy Beane and Outcomes: What Can Baseball Tell the Nonprofit World About Measures and Measurement? -- Lessons for the Nonprofit Sector -- A Due Diligence Framework for Scaling and Replicating Social Impact -- Notes.

References -- 5. Next-Generation Nonprofits -- Funders Drive Behavior: Angel Investing and Social Impact Bonds (SIBs) -- Impact Investing -- Investing in Start-Up Impact Companies -- SIBs -- Disruptive and Sustainable Innovations -- Speaking an Innovative Language -- Catalytic Innovation -- Measuring an Innovation's Positive Social Impact -- Characteristics of Next-Gens -- Disruptive and Social Innovations -- Management Teams -- Relationships With Donors -- Strategic Partnerships -- Social Marketing and Media -- Financial Sustainability -- Metrics as the Driver -- Notes -- References -- 6. Convening, Leading, and Supporting the Social Sector: Best and Next Practices -- Supporting the Social Sector: Best and Next Practices -- Today's Social Sector -- Nonprofits: The New Economic Driver -- Building Capacity for the Future -- Case Study: Leadership Philadelphia, Mobilizing the Private Sector to Serve the Community -- Context: Leading LEADERSHIP -- How Has LEADERSHIP Thrived? -- Outcomes: Initiating Action -- Case Study: TPF'S Capacity-Building Strategy-Two Success Stories -- Context -- Capacity Building at Educating Communities for Parenting -- Capacity Building at Depaul USA -- Case Study: The INS and OUTS: Innovating Through Outsourcing -- The Issue -- The Solution -- The New Approach -- The Impact -- Notes -- References -- 7. Generational Leadership in Leading Social Innovations and Impact -- Social Sector Leadership Development -- Context -- The Wharton Leadership Development Framework -- The Wharton Dimensions of Leadership -- Looking to the Future -- Case Study: Successful Succession Planning Through Leadership Development -- The Problem: Succession Planning by Accident -- Conclusion 1: Generational Differences Are Real but May Not Be the Most Relevant Lenses for Leadership Development.

Conclusion 2: Mentoring Is a Critical Aspect of Leadership Development -- Conclusion 3: Successful Organizations Make Leadership Development an Intentional Part of Their Cultures -- Conclusion 4: Nonprofit Organizations Have Unique Challenges and Need External Support to Advance the Sectorwide Development of People -- Recommendations: A Call to Action -- Case Study: Ashoka: Innovators for the Public -- Gerald Chertavian -- Mary Gordon -- Wendy Kopp -- Case Study: Eisenhower Fellowships (EF) -- Nominations and Selections -- Programs -- Alumni Network -- Impact and Outcomes -- Recent Enhancements and Ongoing Challenges -- Notes -- References -- 8. The Death of Planning-The Birth of Strategic Action Plans -- Strategic Actions Plans: The Death of Planning? -- Strategy Development -- Why Plan -- Who Should Plan? -- What Should Be Covered -- Process for Planning -- A Business Planning Process -- The Most Important Decisions in Business Planning -- Vision -- Planning for Sustainability and Scale at the Outset -- Making Progress: How Do We Know? -- Consultants: What to Expect -- Assessing an Organization's Capacity to Execute -- Case Study: The Children's Village (TCV) -- Note -- References -- 9. Complex Organizations in the Nonprofit Social Sector -- The Birth of the Fourth Sector: Complex Nonprofits -- Case Study: The Alliance for Children and Families Complex Organization Affinity Group -- Case Study: Hillside Family of Agencies (HFA): Using Strategy to Innovate, Grow, and Partner -- History -- Key Results: 2003 to 2006 -- HFA's Execution Premium and Data-Driven Outcomes -- Strategy-Focused Organizations -- Setting a New Organizational Direction -- Conclusions -- References -- 10. Finding Your Funding Model: A Practical Approach to Nonprofit Sustainability -- Guide to Nonprofit Fund-Raising -- Why Bother? -- Is Your Organization Ready? -- The Team.

The Timeline -- The Steering Committee -- Step 1: Analyze the Current Approach to Funding -- Step 2: Learn From the Funding Approaches of Peer Organizations -- Step 3: Identify and Narrow the Range of Funding Model Options -- Step 4: Evaluate Revenue Potential and Costs of Short-List Funding Models -- Step 5: Select Funding Models to Implement -- Step 6: Develop an Implementation Plan -- Closing Thoughts -- Note -- 11. Marketing and Communication -- A Strategic Approach to Cost-Effective Marketing for Nonprofits -- Integration -- Structure -- Cause Marketing: An Innovative Fund-Raising Model -- Case Study: A Drink for Tomorrow -- Using Social Media to Enhance Organizational Communication -- Applications -- Conclusion -- Note -- References -- 12. Government Contracting and How to Navigate Fiscal Crisis -- Human Service Nonprofits and Government Collaboration-Findings from the 2010 National Survey of Nonprofit-Government Contracting and Grants -- Background -- A Detailed Look at Government Contracts and Grants With Nonprofits -- Contracting Problems -- The Recession's Effect on Nonprofit Revenue -- Coping With Reduced Revenue -- Contracting Problems Intensified Reduced Revenue -- Five Ways to Navigate Fiscal Crisis -- Competing for Funding -- Approaches to Staying Afloat -- Take It or Leave It? -- Conclusions -- Notes -- References -- 13. Advocacy Strategies for Policy Change -- A Guide to Nonprofit Advocacy and Lobbying -- Why Lobby? -- Nonprofit Lobbying: The Legal Landscape -- Getting Started: Deciding What to Do and How to Do It -- Learning the Legislative Landscape -- Working With Coalitions: Finding Strength in Numbers -- Pitching Policy Proposals: The Value of Face-to-Face Meetings -- Moving Forward: Building and Strengthening Relationships -- What Is at Stake and Why It Matters.

Case Study: Prescription for Pennsylvania: Recognizing Advanced Practice Nurses (APNs).