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Full Description
This timely book examines how nonprofits can prepare for and respond to serious threats, such as pandemics, economic recessions, terrorist attacks and other potentially catastrophic events. Reliant on donors, regulators, government funders and dedicated staff and volunteers, nonprofits are often vulnerable and unprepared to navigate such crises.
Making a frank assessment of the risks these organizations face and how to enable them to become more resilient, Dennis Young and Elizabeth Searing develop multifaceted strategies involving balance sheets, cost and income structures, human resources, networks, technology, entrepreneurship, and information systems. Practical recommendations based on research are offered to managers for assessing risk and developing resilience strategies appropriate to their own organizations. The innovative use of templates for executive briefings, dashboards, and stress tests are included in a new management paradigm for building healthier and more effective nonprofit organizations for the future.
The insights and tools on how to develop and manage resilient organizations makes this an excellent resource for nonprofit managers and trustees, foundations and government funders. Researchers, teachers, and students will also gain a greater understanding of how current research drives the resiliency paradigm and how to move research on nonprofit resilience forward.
Contents
Contents: Foreword Milton J. Little Jr. Preface Dennis R. Young 1. Introduction to Resilience and the Management of
Nonprofit Organizations 2. Risk and the nature of crises 3. Understanding organizational resilience 4. Assets, liabilities and resilience 5. Cost structure and resilience 6. Income portfolios and resilience 7. Technology and resilience 8. People and resilience 9. Entrepreneurship and resilience 10. Networks and resilience 11. Red flags and stress tests 12. A new paradigm for nonprofit management: the Goldilocks approach Index
