Book excerpt: Nonprofit organizations in the social service sector are critical instruments for providing programs and services that meet the needs of vulnerable individuals. Although new and persistent social problems demonstrate a compelling need for the existence of these organizations, environmental shifts have created uncertainty with regard to long-term sustainability (Mulroy, 2004; Schmid, 2004). While the existing literature has expanded knowledge regarding strategies employed by nonprofit organizations during times of environmental turbulence (Board Source, 2005; Independent Sector, 2007), few studies have utilized a qualitative approach or resource dependence and contingency theories to understand how boards of directors and management staff work together in fundraising to achieve organizational sustainability (Ahmed, 2005; Brown, 2005). This study employed a multiple case study design utilizing qualitative research methodology to explore nonprofit board chair and executive director perceptions of board and management staff roles and responsibilities in fundraising. A grounded theory approach to data analysis, guided by a constructivist epistemology, helped describe the multiple realities that exist in the nonprofit social service sector concerning fundraising. The study included a non-probability, purposive sample involving nine nonprofit social service organizations serving children and families. The findings suggest that environmental shifts such as changes in funding, social or public policies, and client demographics influence perceptions about roles and responsibilities in fundraising. Additionally, management staff, as opposed to the board of directors, are recognized as critical in leading fundraising efforts. Further, boards of directors and management staff are perceived as a "dynamic duo" for engaging in boundary-spanning activities. Finally, organizational demographics such as revenue sources for the annual budget, board structure, and board composition influence perceptions about roles and responsibilities in fundraising. These findings have the potential to shape future empirical research studies and inform the development of educational programs that prepare social workers for leadership as executive-level administrators.