Many social service leaders with only a focus on promoting social justice had become increasingly aware that to grow, they needed to incorporate more financial and business management practices into their nonprofit organizations. Leaders in the for-profit world are becoming more concerned about the need for social responsibility and promoting programs that not only made a profit but also reflected a social justice perspective. This book explicitly integrates social justice principles into the management of a nonprofit organization. The book discusses the history of the development of nonprofit management up to the present day. It addresses legal and ethical considerations, organizational planning and staff management, finance, public relations, fundraising, public advocacy and volunteerism, program design and grant development, governance and board development, developing an international nonprofit, information technology, career development, and creating a nonprofit/social entrepreneurship organization. Additional chapters address quality improvement, mentoring, and proposal writing. The text is ideal for students and faculty in social service administration, human service leadership, social work management, public and community health, public administration, and health care administration and management.
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Social justice and social change are theoretical orientations and organizing principles to guide action. This chapter explores the “traditional” nonelectronic mechanisms for cultivating donors and surveys the broad range of tools traditionally used to cultivate donors. Successful fundraising requires the connection of the donor’s values and priorities with a nonprofit’s core values, and mission. In general, an individual donor’s contributions typically are unrestricted and can be used for funding an organization’s general operating expenses. The nonprofit sector is supported by four types of funders: government, individuals, foundations, and corporations. Private and corporate foundations’ contributions are typically restricted or directed at covering the expenses of a particular program in an organization’s management portfolio. Managers often justify corporate giving on the basis of its claimed benefits to shareholders; benefits may include goodwill that is created by corporate involvement with charitable causes, which may lead to enhanced employee morale and increased customer loyalty.