Paul C. Light's Sustaining Nonprofit Performance: The Case for Capacity PDF

By Paul C. Light

ISBN-10: 0815752261

ISBN-13: 9780815752264

ISBN-10: 0815796625

ISBN-13: 9780815796626

America's nonprofit agencies are dealing with an doubtful destiny. Many are working with leaner budgets and face a wave of price range cuts because the federal deficit grows. whilst, public self belief in nonprofits is at a latest low. Congress turns out poised to enact new and stringent ideas for nonprofit spending. Many nation legal professionals basic locate nonprofits a chief objective for legal investigations. The media proceed to discover troubling examples of extra, and charitable giving has but to reply to the commercial restoration. to handle this drawback, Paul mild, one of many nation's best specialists on nonprofits and public providers, argues, nonprofits needs to embody potential development measures. utilizing leading edge information assortment and research, he demonstrates how nonprofits that put money into know-how, education, and strategic making plans can effectively boost their pursuits. As the various most sensible leaders of America's nonprofits succeed in retirement age within the coming years, it's going to turn into more and more vital to make sure that the firms they oversee (and in lots of situations based) may be able to proceed their missions. gentle presents convincing proof that a firm that takes the time to speculate in its infrastructure and destiny is prone to continue to exist and prosper. the choice can be a long-feared contraction of the nonprofit area.

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Additional info for Sustaining Nonprofit Performance: The Case for Capacity Building and the Evidence to Support It

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The best we can do to test the link between organizational capacity and effectiveness is to ask employees to rate their own organization and then to ask whether the ratings are linked to measures of organizational capacity. Nonprofit employees obviously have some self-interest in seeing their own organization and sector as better than they actually are. The 1,140 nonprofit employees surveyed in late 2001 were much more likely than their federal government and business peers to say that they took their current job for the chance to help people, make a difference, and do something worthwhile and because of their pride in the organization.

All three analyses explain a very high percentage of variation in employee perceptions of overall effectiveness. 665 for the business analysis. 000 level. As table 2-1 shows, the explanations for effectiveness vary greatly across the three sectors. Although coworkers and trust are statistically significant explanations in all three sectors, the disciplinary process is only significant among nonprofit employees, but not among their federal or private peers; the recruitment process is significant for federal and private employees, but not for nonprofit employees; and having adequate access to resources is important for nonprofit and private employees, but not for their federal peers.

The question for the next chapter is whether such investments have any perceptible rate of return and, if so, why. 03 5226-1 chap3 3 7/8/04 5:35 PM Page 44 The State of Nonprofit Capacity Building Just because organizational capacity matters to effectiveness does not mean that efforts to strengthen capacity actually work. Indeed, there is very little hard evidence that capacity building produces a significant rate of return on investment, not because capacity building has a dismal record, but because it has almost no measurable record at all.

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Sustaining Nonprofit Performance: The Case for Capacity Building and the Evidence to Support It by Paul C. Light

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