In keeping with Hatry (1999) , in this analysis, performance management is defi ned as a reform that focuses on the use of performance measures in policy making, management, and budget decisions, as well as a philosophical shift to focus on results rather than inputs or A dilemma in the design of democratic institutions is that the institutional arrangements that emphasize one set of objectives may undermine others.

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Building on the impressive body of research on issues of nonprofit revenue choice and mix, this research empirically tests Foster and Fine's claim that revenue concentration contributes to the growth of nonprofit organizations. Using National Center for Charitable Statistics (NCCS) digitized data (1998)(1999)(2000)(2001)(2002)(2003), the authors test whether revenue concentration is a viable revenue-generating strategy that can help bolster a nonprofit's financial capacity. Overall, study findings refute the mythology of revenue diversification; the authors find that implementing a revenue concentration strategy generates a positive growth in one's financial capacity-in particular, a growth in one's total revenue, over time. Contrary to the prevalent charges laid at the door of high administrative and fundraising efforts by some, the authors find that in order to support financial capacity growth, nonprofits must make positive investments in favor of administrative and fundraising support but not in the form of high executive salaries.

Few studies have compared the mitigation and preparedness activities adopted by nonprofit, private, and public organizations. This study contributes to this important literature by comparing the adoption of mitigation and preparedness activities by nonprofit, private, and public organizations in Memphis, Tennessee. The findings show that although nonprofit organizations may be more resource-constrained compared with private corporations, they adopt more mitigation and preparedness activities than private corporations. In addition, public organizations adopt more mitigation and preparedness activities than private organizations. The results are inconclusive on the comparison between nonprofits and public agencies.

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