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The highly acclaimed Financial and Strategic Management for Nonprofit Organizations provides an encyclopedic account of all the key financial, legal, and managerial issues facing nonprofit executives. This is today's definitive single-source text and reference for managing any nonprofit organization. Designed for both professional and graduate student readers, this work thoroughly addresses all key aspects of building managerial skill and promoting imagination and innovation in organizations across the nonprofit spectrum. Herrington J. Bryce presents every technique and concept in the context of today's public policies, leading practices, laws, norms, and expectations. Herrington J. Bryce was a senior economist at the Urban Institute, a Brookings Economic Policy Fellow, a Fellow at the Institute of Politics at Harvard and a visiting professor in regional economics and planning at the Massachusetts Institute of Technology. He taught micro economic theory and public finance at Clark University in Worcester, Massachusetts, and was director of the program in legal and budget studies at the University College at the University of Maryland. He currently teaches courses at the College of William & Mary in nonprofits but mostly in corporate financial strategy and cost management—heavily reflected in this text. He has published extensively and has served on many state, local and federal government advisory committees. He has a PhD in economics from the Maxwell School at Syracuse University, and a CLU and ChFC from the American College

This book addresses a specific subset of nonprofits that are chartered with a single mission: decrease the burden of government. Designing and engaging nonprofits to lessen the burden of government requires a specific description and acknowledgement of the burden to be lessened, and these may include the provision of infrastructure, the relief of debt, or the provision of general public services that are not motivated by charity. It also requires the assignment of specific operating powers to the nonprofit including the power of eminent domain. This book explores these and other related topics including the avoidance of resource dependence on government when attempting to reduce its burden. The book is addressed to the policy makers and rule makers who design policies that affect the ability of the nonprofit to effectively lessen the burden of government. It is also addressed to public administrators in search of innovative ways of implementing these policies consistent with the laws, and to the creative nonprofit managers who are charged with carrying out the mission often in collaboration with the government or other entities. To the advanced student in all related fields, the author offers not only material for discussion, but enables discovery of what is possible by giving key examples of organizations meeting the terms and objective of lessening a significant burden of government

This book carefully develops the perspective of nonprofit organizations as social capital assets and agents of public policy within a principal-agent framework. It shows the practical as well as managerial and marketing advantages of such an approach.

Cover -- Contents -- Acknowledgments -- Preface -- Part I: The Need for a Policy Perspective of Nonprofits -- Chapter 1 The Significance of the Principal-Agent Paradigm -- Chapter 2 The Policy Significance of Nonprofit Organizations: Beyond the Limits of Failure -- Part II: Nonprofits as Social Capital Assets and Agents of the Public -- Chapter 3 The Nonprofits as Social Assets and Agents of Public Policy -- Chapter 4 Nonprofits as Agents of Public Policy: A Paradigm of Principals and Agents -- Chapter 5 The Choice of Nonprofits as Agents of Public Policy -- Part III: Agency Powers, Performance, and Problems through the Prism of the Principal-Agent Paradigm -- Chapter 6 Housing and Community Development: A Case Study of an Agency Function -- Chapter 7 The Performance of Agents: Acute Care Hospitals and Community Benefits -- Chapter 8 Policy Formulation, Nonprofit Advocacy, and the Principal-Agent Framework -- Part IV: Problems of Regulating the Nonprofit Agent and the Foreseeable Challenges of Management -- Chapter 9 Regulating the Finances of the Agent -- Chapter 10 The Nonprofit as a Self-Regulator -- Chapter 11 The Implications for Strategic Planning and Positioning -- Notes -- Author Index -- A -- B -- C -- D -- E -- F -- G -- H -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z -- Subject Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W.