1.1 The roots of nonprofit activity in the USA.
1.2 Key developments in the twentieth century.
1.3 The size and shape of the sector today.
1.4 The current policy issues .
2.1 Recognise that lack of capacity is a critical constraint.
2.2 Invest in capacity building.
2.3 Identify the critical elements of organisation capacity.
2.4 Adopt new approaches to capacity building.
2.5 Pursue explicit strategies for increasing impact.
2.6 Measure the impact of capacity building.
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3.2 Recognise legitimate concerns.
3.3 Expect the selected measures to evolve.
3.4 Use results to drive decisions at every level.
3.5 Embed performance management into organisation culture.
4.1 Establish strategic alliances to increase impact.
4.2 Choose alliance types to fit the circumstances.
4.3 Create alliances with the corporate sector.
4.4 Build alliances on trustworthy relationships.
4.5 Merge to build strategic capacity.
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5.1 Take advantage of fundamental trends in finance sources .
5.2 Expect more demanding funders.
5.3 Capitalise on new funding sources.
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6.2 Mobilise around the mission.
6.3 Focus people on results.
6.4 Build a small focused team.
6.5 Invest in leadership and management development.
7.1 Ensure crystal clarity over the unique roles of the board.
7.2 Structure the board around governance tasks.
7.3 Take actions to enhance board performance.
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7.5 Continuously review the board’s performance.
8.1 Recognise similarities and differences.
8.2 Build organisation capacity.
8.3 Manage performance.
8.4 Create strategic alliances.
8.5 Exploit changing patterns of funding.
8.6 Lead with integrity.
8.7 Strengthen governance.
8.8 Focus on the new agenda.