New Acquisitions - Nonprofit Organizations

This bibliography includes recent works about the nonprofit sector in general, as well as those about specific nonprofit organizations.

Baghdady, Georgette; Maddock, Joanne M. "Marching to a different mission." Stanford Social Innovation Review, vol. 6 (Spring 2008): p. 60-5.

A case study that examines how the National Foundation for Infant Paralysis became the March of Dimes. The NFIP faced the possibility of shutting down after the polio vaccine was developed in 1955; instead, with the help of research from Gallup and Columbia University, it changed its mission and continued to operate. When a broader mission covering a variety of diseases failed to win donations and public support, the organization narrowed its focus to preventing birth defects and achieved new success as the March of Dimes.

Bancroft, Julie (ed.) 2008 membership directory. Cleveland, OH: Ohio Association of Nonprofit Organizations, 2008. 50 p. 042 BAN

Blazek, Jody. Nonprofit financial planning made easy. Hoboken, NJ: John Wiley, 2008. 234 p. ($39.95) 620 BLA NON

A handbook for nonprofits on planning and managing financial resources to promote organizational success. Notes the importance of fiscal strength in times of dwindling government funding and increased scrutiny towards nonprofits. Topics include organizational structure, balancing mission and finances, budgeting, asset management, accounting procedures, and more. Features forms, checklists, and a resource list. Indexed.

Carmichael, Douglas R.; Dropkin, Murray. PPC's guide to audits of nonprofit organizations. 21st ed. Fort Worth, TX: Practitioners Publishing Company, 2008. 5 v. ($199) 620 CAR

Provides information on auditing nonprofit organizations in accordance with professional standards. The 21st edition combines PPC's Guide to Audits of Nonprofit Organizations with PPC's Guide to Risk-Based Audits of Nonprofit Organizations in order to provide complete coverage of the risk assessment standards issued in March 2007. Volume 1 discusses background information, risk assessment procedures, audit documentation. Volume 2 provides examples of auditor's reports, discusses tax compliance, and explains other tax considerations applicable to nonprofit organizations. Also contains appendices with reproductions of government documents relevant to the audit of nonprofits that receive federal financial assistance directly or indirectly, and financial statements of several types of nonprofit organizations. Volume 3 includes audit checklists, practice aids, and sample correspondence letters. Volume 4 covers both core and specified risk audit programs. Volume 5 contains pre-risk assessment checklists and practice aids for audit programs.

DC salary survey: annual survey of Washington, DC nonprofits. New York, NY: Professionals for NonProfits, Inc., [2008]. 4 p. Subject file: 631
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Reports 2007 salary data from nonprofit arts, educational, health care, and social service organizations in the DC area.

De Vita, Carol J.; Morley, Elaine. Providing long-term services after major disasters. Washington, DC: Urban Institute. Center on Nonprofits and Philanthropy, 2007. 8 p. Subject file: 245
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Identifies lessons learned from an evaluation of the American Red Cross September 11th Recovery Program.

Ghidotti, Natalie. "Atlanta luring major charities." NonProfit Times, vol. 22 (1 April 2008): p. 1, 6-7. Subject file: 604 Full text link: http://www.nptimes.com/08april/npt-080401-1.html

Due to its proximity to the nation's busiest airport, its educated workforce, and its low cost of living, Atlanta has become a popular location for many charity headquarters. In addition, the city and state often offer financial incentives to large nonprofits that are looking to relocate. Groups like the American Cancer Society and the Boys & Girls Clubs of America set up their headquarters in Atlanta years ago, and currently other groups such as Points of Light and Habitat for Humanity are following suit.

Handy, Femida; Quarter, Jack. "The interchangeability of paid staff and volunteers in nonprofit organizations." Nonprofit and Voluntary Sector Quarterly, vol. v. 37, n. 1 (March 2008): p. 76-92.

The analysis of interchangeability of volunteer and paid staff is based on three Canadian studies: two national surveys and case studies of hospitals.

Jacobs, Sheri (ed.); Assante, Carylann (ed.) Membership essentials: recruitment, retention, roles, responsibilities, and resources. Washington, DC: ASAE & the Center for Association Leadership, 2008. vl, 239. ISBN 0-88034-293-5 690 JAC

The handbook for association professionals covers a wide range of membership issues, including dues structures, database systems, membership data, communications, financial management, and other topics.

Jensen, Brennen. "Struggling with the mortgage crisis." Chronicle of Philanthropy, vol. 20 (6 March 2008): p. 11.

Details the response of foundations and charities to the country's deteriorating housing market, which led to a 50% increase in foreclosures in 2007. The suddenness and severity of the crisis left many groups unprepared and unsure how to help its victims; some organizations are offering free financial counseling for homeowners who fall behind on mortgage payments, and others are brainstorming additional efforts that can be made by nonprofits to help the affected households.

Kersten Wills, Denise. "The battle on the home front." Chronicle of Philanthropy, vol. 20 (20 March 2008): p. 6, 10, 12.

Since the start of the conflicts in Iraq and Afghanistan, there has been a rapid proliferation in the number of grassroots groups helping the troops and their families, many boasting considerable fundraising success. Many newer groups claim that they are able to respond to emergencies quickly and adapt to changing needs because they have less bureaucracy than the larger charities. Meanwhile, some suggest that the large number of these small charities may reduce efficiency, due to the redundancy of numerous groups doing the same work.

La Piana, David. The nonprofit strategy revolution. St. Paul, Minnesota: Fieldstone Alliance, 2008. xxiii, 181 p. ($32.95) 660 LAP

A handbook advocating the development of nonprofit strategy as a fluid, organic mechanism in contrast to the static nature of traditional strategic planning. The book is the result of a four-year research project conducted by La Piana Associates that examined the limitations of nonprofit strategic planning in a modern, rapid-response world. Includes strategy-forming tools, reference list, index, and CD-ROM.

Moskin, Bill; Glaze, Nancy. The arts in transition: preparing for a sustainable future. Washington, DC: Americans for the Arts, 2007. 14 p. Subject file: 202

Offers a brief history of the nonprofit arts sector and an analysis of its current state. Discusses the most significant components facing the changing field in the future, such as technology, diversity, different economic ideas, and generational shifts, and speculates as to how arts organizations can adapt to these changes to ensure sustainability in the coming years.

Nelson, Susan; McQueen, Ann. Vital signs: Metro Boston’s arts and cultural nonprofits, 1999 and 2004. Boston, MA: Boston Foundation, 2008. 52 p, xxiv. Subject file: 202
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A report on the state of Boston's nonprofit arts and culture sector, with an emphasis on the need for community support to combat the sector’s increasing financial strain. Features numerous charts and includes appendices.

Neuhoff, Alex; Searle, Robert. "More bang for the buck." Stanford Social Innovation Review, vol. 6 (Spring 2008): p. 32-7.
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The authors offer pointers on how nonprofits can increase and measure productivity within their organizations, thereby improving the outcomes of their services. Four key steps are identified: standardizing best practices; investing in staff and critical issues; managing costs aggressively; and measuring progress. The article explores the work of Teach for America, Jumpstart, and Year Up as examples of nonprofits who have significantly improved the quality of their programs by increasing productivity.

NY salary survey: annual survey of New York City nonprofits. 2007. New York, NY: Professionals for NonProfits, Inc., [2008]. 4 p. Subject file: 631
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Reports 2007 salary data from nonprofit arts, educational, health care, and social service organizations in the New York City area.

Peck, Laura R. "Do antipoverty nonprofits locate where people need them? Evidence from a spatial analysis of Phoenix." Nonprofit and Voluntary Sector Quarterly, vol. 37 (March 2008): p. 138-51.

Researchers provide a geographic analysis of anti-poverty organizations in Phoenix, Arizona from 1990 to 2000. The data indicates that while the organizations locate in high-need areas, evidence of their impact is weak.

Pope, Tom. "Mortgage backed investments threaten nonprofits." NonProfit Times, vol. 22 (1 April 2008): p. 1, 8. Subject file: 622

Nonprofits are expected to feel the effects of the subprime mortgage crisis, as many witness a sharp decrease in value in investments that were thought to be secure. The article discusses the risks involved in such investments, and offers guidance on how organizations may recover from their losses with help from the Financial Industry Regulatory Authority (FINRA).

Sanders, Michael I. Joint ventures involving tax-exempt organizations. 3rd ed. Hoboken, NJ: John Wiley & Sons, 2007. xxvii, 924 p. 948 SAN JOI

A comprehensive manual on the laws, regulations, and considerations involved in direct and indirect participation of nonprofits with taxable entities. Intended for accountants, attorneys, and nonprofit executives, the book provides legal citations as well as numerous pertinent examples throughout. Reviews taxation of exempt organizations and partnerships generally, gives an overview of some types of joint ventures; lending; unrelated business income tax; debt-financed income; excess business holdings; leasing; specific issues related to healthcare institutions, housing, and universities; bonds; international ventures; and investing through limited liability companies. Indexed.

Sanders, Michael I. Joint ventures involving tax-exempt organizations: 2008 supplement. 3rd ed. Hoboken, NJ: John Wiley & Sons, 2008. xxi, 100 p. 948 SAN JOI 2008 SUPP

Suárez, David F. "Civic engagement and nonprofit lobbying in California, 1998-2003." Nonprofit and Voluntary Sector Quarterly, vol. v. 37, n. 1 (March 2008): p. 93-112.

The analysis of nonprofit lobbying explores the influence of social change mission as well as cross-sector competition. Also examines organizational-level characteristics, such as lobbying experience.

Valentinov, Vladislav. The transaction cost theory of the nonprofit firm: beyond opportunism. Nonprofit and Voluntary Sector Quarterly, vol. v. 37, n. 1 (March 2008): p. 5-18.

Explores how nonprofits reduce transaction costs by minimizing opportunistic behavior and by facilitating collaboration. With bibliographical references.

Wallace, Nicole. "Software industry shake-up." Chronicle of Philanthropy, vol. 20 (20 March 2008): p. 24, 26-7.

Examines the challenges faced by nonprofits as a result of frequent mergers and buy-outs among software companies. After investing considerable amounts of time and money into selecting, purchasing, and learning to use particular brands of fundraising software, some organizations find that they must choose new programs when their product has been acquired by another software company. Some worry that the numerous buy-outs could limit competition and innovation in the nonprofit software development industry.

Wei-Skillern, Jane; Marciano, Sonia. "The networked nonprofit." Stanford Social Innovation Review, vol. 6 (Spring 2008): p. 39-43.

The article discusses the way that small nonprofits can accomplish as much as or more than their larger peers by building networks with other like-minded organizations. Emphasizes that in order to build capacity in this way, a nonprofit must focus on its mission rather than its organization, and on serving as a node rather than a hub. Provides detailed examples of nonprofits that have succeeded through partnerships with other nonprofits, local governments, and additional institutions.