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  2017 EXECUTIVE SUMMARY- The Learning Group Effect: Leadership Development as Capacity Building A Five-Year Examination of the Fieldstone Leadership Group Program

  Michelle Ahearne, Tessa Tinkler, and Mary Jo Schumann

  This report, prepared by the Caster Center, is a 5-year examination of the Fieldstone Leadership Group Program, a six-month peer-based learning community model to support the leadership development of both executive directors and senior leaders of nonprofit organizations.

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  2017 Fieldstone Leadership Network's Learning Group Effect: Leadership Development as Capacity Building

  Michelle Ahearne, Tessa Tinkler, and Mary Jo Schumann

  This report, prepared by the Caster Center, is a 5-year examination of the Fieldstone Leadership Group Program, a six-month peer-based learning community model to support the leadership development of both executive directors and senior leaders of nonprofit organizations.

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  2017 EXECUTIVE SUMMARY- The Nonprofit Sabbatical as a Catalyst for Capacity Building: An Evaluation of the Fieldstone Leadership Network’s Clare Rose Sabbatical Program

  Ahearne Michelle, Tessa Tinkler, and Mary Jo Schumann

  Year 2 Executive Summary 2017

  This report, prepared by the Caster Center and funded by the Clare Rose Foundation, is a year two executive summary report on the Clare Rose Sabbatical Program. The program is intended to support the well-being of nonprofit leaders, build organizational capacity, and elevate leadership within organizations.

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  2014 A National Review of Community Leadership Programs

  Caster Family Center for Nonprofit and Philanthropic Research, University of San Diego

  In May 2014, LEAD San Diego commissioned the Caster Center for Nonprofit and Philanthropic Research (Caster Center) to conduct a national review of organizations that support leadership development and civic engagement (i.e., community leadership programs). The Caster Center researched 32 such organizations and conducted phone interviews with 12 of them. The interviewed organizations included nine community leadership programs: six were independent nonprofits, two were nonprofits housed within a Chamber of Commerce, and one was a Chamber of Commerce program. The remaining interviews were with two statewide community leadership programs that were foundation funded and a university research center.

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  2006 INTRODUCTION- Beyond Regulation: Creating Tools for Promoting an Ethical Culture in Nonprofit Organizations

  Audrey Barrett, Laura Deitrick, Robert Donmoyer, and Pat Libby

  Introduction to "Beyond Regulation: Creating Tools for Promoting an Ethical Culture in Nonprofit Organizations" report.

  Presented at the Annual Meeting of the Association for Research on Nonprofit Organizations and Voluntary Action (ARNOVA) in Chicago Illinois on November 15-18, 2006.

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  2006 Executive Transition in the San Diego Nonprofit Sector Executive Summary

  Laura Deitrick and Paige Creager

  EXECUTIVE SUMMARY: Recent national studies of executives in the nonprofit field have indicated that the sector will soon be facing a massive transition in leadership. In this study, the Center sought to define and understand the challenges posed by executive transition, and how it pertains specifically to San Diego nonprofit sector. Particular focus was placed on the number of San Diego nonprofit executives who plan to retire or leave their positions in the next 5 years.

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  2006 Report on Nonprofit Executive Transition

  Laura Deitrick and Paige Creager

  Recent national studies of executives in the nonprofit field have indicated that the sector will soon be facing a massive transition in leadership. In this study, the Center sought to define and understand the challenges posed by executive transition, and how it pertains specifically to San Diego nonprofit sector. Particular focus was placed on the number of San Diego nonprofit executives who plan to retire or leave their positions in the next 5 years.

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  2006 Beyond Regulation: Tools for Promoting Ethical Action in Nonprofit Organizations

  The Nonprofit Institute at University of San Diego

  For a full year more than 168 nonprofit practitioners participated in a dialogue series about nonprofit ethics that culminated in a large-scale forum on October 27, 2006. The result of this thoughtful deliberation was a discussion guide that can be used by nonprofits during board and/or senior staff meetings (a) to explore existing ethical practices within a nonprofit organization (b) reach a common understanding about the ethical culture that participants wish to see in action and (c) uncover any discrepancies that currently might exist between what is currently happening and what people engaged in the conversation believe ought to be happening.