E-PORTFOLIO ASSIGNMENT #1

CRYSTAL D. BROWN

CORE CLASS:

NMP 616

Advanced Management Principles and Practices

for Faith-Based Organizations

NMP 616 COURSE DESCRIPTION:

This course builds on the course NMP 615 and equips leaders of

faith-based organizations with the skil ls for planning, organizing, leading and coordinating the efforts and resources of their organization to achieve their

stated mission and goals.

LEARNING OUTCOMES:LEARNING OUTCOMES:

Understanding the unique management chal lenges a faith-based nonprofit organizations

Understanding the basic fundamentals of starting a faith-based nonprofit organization

An understanding of how to define your mission, core values and niche

Understanding the shift from “leadership” to “management” competencies within faith-based nonprofit organizations in the 21 s t century.

Understanding core organizational infrastructures necessary for sustainabi l ity.

The importance of human resource management and development for faith-based nonprofits

How to work with and develop governance structures that enhance faith-based mission and values

The importance of strategic planning

How to deal with a “leadership-toxic” environment

The importance of safety and risk management planning

The importance of the development of community col laborations and partnerships

BEFORE BEGINNING A FAITH-BASED NPO

The organization must fol low these steps before beginning a program (or applying for funding)

• Assessment of community needs Program design Performance measurement Program evaluation

(Class powerpoint)

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WHEN FORMING A NPO, THE FOLLOWING MUST BE DONE: Develop a (diverse) board of directors Complete and file required documents Maintain up-to-date records Organize and hire required staff, or build upon existing staff Develop a fundraising plan Develop a plan to market the organization and its mission Hold a strategic planning meeting that will allow for long-

term planning

STUDENTS WILL ALSO UNDERSTAND (CONT.)

The purpose and elements of a well -developed fundraising plan.

Fundamentals of an effective fundraising program including organizations readiness principles and guidelines.

Well-tested fundraising program management principles and practices.

The philosophical, historical, and religious contexts for the practice of fundraising in American society.

The legal and ethical contexts and constraints which inform fundraising.

(from NMP 621 syl labus)

FACTS ABOUT TAX EXEMPT STATUS OF CHURCHES AND RELIGIOUS ORGANIZATIONS

• Churches and religious organizations qualify for exemption from federal income tax under

IRC section 501(c)(3) and are generally eligible to receive tax-deductible contributions.

• Churches that meet the requirements for tax exempt status are automatically considered

tax exempt and are not required to apply for and obtain recognition of tax-exempt status

from the IRS.

• Unlike churches, religious organizations that wish to be tax exempt generally must apply to the IRS for tax-exempt status unless their gross receipts do not normally exceed $5,000 annually.

• Although not required to do so, many churches seek recognition of tax-exempt status from the IRS because such recognition assures church leaders, members, and contributors that

the church is recognized as exempt and qualifies for related tax benefits.

• The IRS lists organizations that are qualified to receive tax-deductible contributions in IRS

Publication 78, Cumulative List of Organizations Described in Section 170(c) of the Internal

Revenue Code of 1986. A copy of this report can be downloaded at www.irs.gov. Note that

only those organizations that have applied for recognition of tax-exempt status are listed.

Source: Arizona’s Grantmaking Forum

THEORIES

WHAT IS WRONG WITH LEADERSHIP IN AMERICA?According to Friedman, there are four similarit ies that are attributing to

the problem with leadership in America:

A regressive, counter-evolutionary trend that is al lowing the most dependent members of the organization (or society) to set the agenda

A devaluation of the process of individualization- leaders rely more on expertise than on their own capacity to be decisive

An obsession with data and technique- decision makers are using data instead of their own intuition or knowledge

A widespread misunderstanding about the relational nature of destructive processes in families and institutions- the assumption is made that toxic forces can be regulated by love, insight or role-modeling. The reality is it prevents leaders from standing up for what they bel ieve to be right.

Source: Friedman, A Failure of Nerve (p. 22)

VOCABULARY IN NMP 616

Conflict interest : when someone who works for a company or has a f inancial stake in a company or organization gains from decisions made by the organization.

Termination and Grievance procedures : important and required because they protect the employees AND the employer.   The termination pol icy outl ines the steps that need to be fol lowed in order to terminate an employee, and the grievance pol icies outl ine what needs to be fol lowed in order for an employee to f i le a complaint about an issue they are having with their employer.

Sexual harassment policies : in place to protect the employees as wel l as volunteers, board members and staff. In most organizations, sexual harassment trainings are required every year so that al l staff are on the same page.

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HOW CAN FAITH-BASED NPO’S RAISE THE FUNDS THEY NEED?

Annual Fund Major Gifts Small Gifts

Direct Mail Telephone Solicitation Planned Giving Capital Campaign Special Events

(from class powerpoint)

MODEL: ROSSO’S CONCENTRIC CIRCLES CONSTITUENCY

13Source: Henry A. Rosso, 1991. Achieving Excellence in Fund Raising

BRINCKERHOFF’S STRATEGIC PLANNING

Get ready

Gathering information

Setting goals and objectives

Getting outside comment

Final draft and adoption,

Implementation and evaluation

Start over

MCLAUGHLIN’S STRATEGIC POSITIONING

Reaffirm mission statement

Look toward the future to anticipate any trends or patterns the organization may face

Scan for the organization’s internal strengths and asks where the organization wants to be in 5-10 years.

Statement of the strategic posit ion is created

Workplan

NMP FRAMEWORK #2

Describe the history, role, and function of governance and executive leadership in achieving the mission and vision of nonprofit organizations

NMP FRAMEWORK #7

Analyze, design, implement, maintain, and evaluate problems/solutions in the key nonprofit functional areas including fundraising, planning, f inancial management, board governance, volunteer management, and information management.

REFERENCESNMP 616 Syllabus, 2013

NMP 616 Class powerpoints

Brinckerhoff, P. (1999). Faith-Based Management: Leading Organizations That are Based on More Than Just Mission. Wiley.

Friedman, E. (2007). Failure of Nerve. New York, NY: Church Publishing.