NPQ’s Editor in Chief thinks the catchphrase “accountability” is going stale, or spoiled.

Why do some community-based nonprofits sound more like each other than the diverse communities they serve?

Cohen details how some nonprofits and foundations are being misused, to grease relations between business and politicians, and peddle influence in the name of good causes.

Public trust in nonprofits has eroded for many reasons. For Independent Sector, regaining that trust requires decisive organizational and regulatory action.

Anthrop boldly examines a rumored, but never proven, dark secret of philanthropy by exposing this hereto “missing link” in funder motivation.

Right up front, I want to urge you to notice the free giveaways that you can access in this issue: • Our special supplement on nonprofit education programs, complete with a buyer’s guide. This is our first of a number of such supplements aimed at helping you to be a wise consumer of the products

FROM THE NPQ ARCHIVE: The nonprofit sector‘s love-hate relationship with founders has lasted for decades. Understanding some of the very recognizable dynamics laid out lovingly in this classic management article might help one avoid the sometimes-too-public founder/nonprofit breakups and meltdowns that abound in our passionate sector.

Defensive behavior is instinctive, but it can be counterproductive in our work relationships and organizations. Janoff discusses how we can learn and promote different approaches.

Some founders needn’t step aside from what they started.  Kip Tiernan exemplifies this best-case scenario through her work at Rosie’s Place.

This issue of the Nonprofit Quarterly examines the intersection between the personal and the organizational in our work. Nonprofits, of course are a particularly personal form of organization. Many are born from passion and fueled by the energy and commitment of individual human beings who are intent on making the world better in some way.

Grantee/funder relationships can seem like bad theater at times, but getting them right can strengthen our work if both are prepared to trust, take risks and do things differently.