Nonprofit enterprises are distinguished as much by what they stand for, as by the privilege of tax-exemption or the absence of a profit motive.

The essence of being nonprofit is found in the dense network of relationships contributing to the public good.

The current flirtation with market-inspired rhetoric may undermine our traditional commitment to benefiting the public.

The qualities of continuous innovation, adaptation and learning are, most fittingly, attributes of third sector organizations.

Nonprofits are competing for government contracts against large for-profit corporations; the bidding process will generally favor the larger organization.

Nonprofits risk bartering away their vision, integrity and constituents to meet contractual obligations.

Collaborating has benefits, but also costs—and that you don’t always get what you’ve paid for.

The hype over the merits of faith-based organizations is dissected.

Proponents and critics of venture philanthropy agree that the business logic may not always square with community needs. 

The real news is not the growing popularity of grassroots lobbying and citizen ballot initiatives, but who’s using them.

Jonathan argues that attentiveness to “the big picture” may prove decisive for the sector’s long-term survival in an increasingly hostile and competitive economic and political environment.