CM662 – Fall 2012
BETHEL SEMINARY
CM662 CREATING FAITH-BASED ORGANIZATIONS
(Revised, October 15, 2012)
SCHEDULE CONTACT INFORMATION
Fall Term – 2012 SemPM Aledria “Lee” Buckley, MA
September 24 – December 7, 2012 Bethel Seminary
Mondays 8:00 – 10:00 PM 651-635-8506
Available: By appointment
PO Box 7011
DESCRIPTION OF COURSE:
The aim of this course is to familiarize participants with the nonprofit world and increase their ability to organize and develop a faith-based organization (FBO). FBOs are distinctive in character from other nonprofit organizations. Participants explore the distinctive nature of FBOs in order to understand how to apply best practices for Christian ministry. Relevant issues on incorporation and tax-exempt status processes under the Internal Revenue Code are discussed. Participants learn what it takes to sustain effective on-going operations through board development, planning, fund raising, and sustainability strategies.
LEARNER OUTCOMES:
Upon completion of this course participants will be able to:
1. Articulate the significance of the role and constraints of faith-based nonprofit organizations.
1. Provide leadership for the development of a functional board of directors for faith-based organizations.
2. Identify the essential components of faith-based nonprofit organizations for basic functioning and mission achievement.
3. Provide leadership in the organization and the development of faith-based nonprofit organizations.
REQUIRED READINGS
Mark Durieux (Author), Robert Stebbins (2010). Social Entrepreneurship for Dummies [Paperback]
Hopkins, Bruce R., (2000). Starting and Managing a Nonprofit Organization: a Legal Guide. Third Edition. John Wiley and Sons: NY.
Paul R. Niven (2008). Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies. Second Edition. Wiley:
Minnesota Secretary of State, Mark Ritchie: http://www.sos.state.mn.us/index.aspx?page=92 and http://www.sos.state.mn.us/index.aspx?page=1089
U.S. Department of Internal Revenue Service, Publication 557 and form 1023 http://www.irs.gov/publications/p557/index.html and Publication 557 (Rev. October 2011) - IRS
Internet Sources
Green, S. (2000). Federal Legistative Update: Charitable Choice and Religious Discrimination. http://www.au.org/ccmem-steve.htm
Pew Forum (2001). Charitable Choice Provision of the Community Solutions Act of 2001 (H. R. 7). http://pewforum.org/issues/charitablechoiceanalysis.php3
Esbeck, C. H., (2000). Charitable Choice: Isn't Charitable Choice Government-funded Discrimination? http://www.cpjustice.org/stories/storyreader$375
Stern, M. D. (2001) Charitable Choice: The Law As It Is and May Be http://www.trincoll.edu/depts/csrpl/Charitable%20Choice%20book/contents.htm
McClellan, M. (2004) Faith and Federalism: Do Charitable Choice Provisions Preempt State Nondiscrimination Employment Laws? http://scholarlycommons.law.wlu.edu/wlulr/vol61/iss3/
White House Office of Faith-based and Neighborhood Partnerships (2012) Policy Goals – Key Priorities for Faith-based and Neighborhood Partnerships http://whitehouse.gov/administration/eop/ofbnp/policy
Other Optional Readings
Barna, George, (2001). The Power of Team Leadership: Achieving Success through Shared Responsibility. Water Brook Press: Colorado Springs.
Blazek, J. (1999). Tax Planning and Compliance for Tax-Exempt Organizations: Forms, Checklists, Procedures. Third Edition. John Wiley: New York.
Brinckerhoff, P. C., (1999). Faith-based Management: Leading Organizations that are Based on More Than Just Mission. Mission-Based Management Series. Wiley: New York.
Donaldson, Dave and Carlson-Thies, Stanley (2003), A Revolution of Compassion: Faith-Based Groups as Full Partners in Fighting America’s Social Problems, Baker Books, Grand Rapids, MI
Duca, D., (1996). Nonprofit Boards: Roles, Responsibilities and Performance. John Wiley: New York; NY.
Esau, Jill, (2005), Start and Grow Your Faith-Based Nonprofit: Answering Your Call in the Service of Others, Jossey -Bass, San Francisco, CA
Greenfield, J. M., (1994). Fund-Raising Fundamentals: A Guide to Annual Giving for Professionals and Volunteers. Wiley: New York.
Holland, T. P., Hester, D. C., (editors) (2000). Building Effective Boards for Religious Organizations: A Handbook for Trustees and Church Leaders. Jossey-Bass: San Francisco.
Mancuso, A. (2009). How to Form a Nonprofit Corporation. 9th Edition. Nolo: Berkley,NY
Olsen, C. (2000) Transforming Church Boards into Communities of Spiritual Leaders. An Alban Institute Publication.
Queen, E. L. Editor. (2000). Serving Those in Need: A Handbook for Managing Faith-Based Human Service Organizations. Jossey-Bass: San Francisco.
Board Source, (2007). The Nonprofit Board Answer Book: A Practical Guide for Board Members and Chief Executives. Second Edition. Jossey Bass: San Francisco.
REQUIRED ASSIGNMENTS
Week / Date / Main Topics / Readings / Assignments1 / 9-24 / Basic Faith-Based Organizations (FBO)
· Churches
· Charitable Organizations
· Social Enterprises
· Incorporation / Hopkins: Chapters 1 to 3, 17 and 18.
Niven: Chapter 5
Durrieux & Stebbins: Chapters 1, 8
2 / 10-1 / FBO Roles, Freedoms and Public Policy
· Roles
· Constraints
· Significance / Stern, M. D. (2001) Charitable Choice: The Law As It Is and May Be Pages 157-160; 167-173; 174-177 http://www.trincoll.edu/depts/csrpl/Charitable%20Choice%20book/contents.htm
McClellan, M. (2004) Faith and Federalism: Do Charitable Choice Provisions Preempt State Nondiscrimination Employment Laws? Pages 1438 – 1454; 1467-1471; 1483–1484 http://scholarlycommons.law.wlu.edu/wlulr/vol61/iss3/
White House Office of Faith-based and Neighborhood Partnerships (2012) Policy Goals – Key Priorities for Faith-based and Neighborhood Partnerships http://whitehouse.gov/administration/eop/ofbnp/policy / FBO Social Enterprise Area of Compassion Paper
(due 10-8)
3 / 10-8 / FBO Organizational Design and Leadership
· Mission, Vision and Purpose
· Leadership and Governance
· Strategy and Strategic Planning. / Hopkins: Chapters 4 to 8
Minnesota Secretary of State: http://www.sos.state.mn.us/index.aspx?page=92
http://www.sos.state.mn.us/index.aspx?page=1089
U.S. Department of Internal Revenue Service, Publication 557 and form 1023 http://www.irs.gov/publications/p557/index.html and Publication 557 (Rev. October 2011) - IRS
/ Case Study Team Identification and FBO assignment(in class)
Make initial connection with FBO Social Enterprise
(by10-29)
4 / 10-15 / FBO Planning and Assessment:
· The Balanced Scorecard
· Communications Planning
Planning Process / Niven: Chapter 1 to 4; and 5 to 7
Niven: Appendix pp. 343-352 / Work on Organizational Design and Leadership - Strategy Statement and Map
(due 11-12)
5 / 10-22 / No Class
Reading and Research Week / Complete Organizational Design and Leadership - Strategy Statement and Map
(due 11-12)
6 / 10-29 / FBO Planning and Assessment:
· Inputs, Outputs and Outcomes
· Performance Measurement: Leading and Lagging / Niven: Chapters 8 to 11 / Planning and Assessment -Performance Measures and Targets
(due 11-19)
7 / 11-5 / Social Entrepreneurship I
· Mission and Purpose
· Social Entrepreneur Principles / Durieux and Stebbins: Chapters 1 to 10 and 19 to 20 / Work on Team Presentation on Organizational Design and Leadership
(due 11-26)
8 / 11-12 / Social Entrepreneurship II
· Model Development
· Scaling Out for Growth / Durieux and Stebbins: Chapter 11 and 18
Hopkins: Chapter 18 / Complete Team Presentation on Organizational Design and Leadership
(due 11-26)
and
Work on Team Presentations on Planning and Assessment
(due 11-26)
9 / 11-19 / Presentation I
(Organizational Design and Leadership) / Work on Team Activity
Mock Documentation (due 12-5)
10 / 11-26 / Presentation II
(Planning and Assessment) / Continue Work on Team Activity
Mock Documentation (due 12-5)
11 / 12-3 / Presentation III
(wrap up) / Course Evaluation
Submit Team Activity Mock Documentation
(due 12-5)
FBO Social Enterprise Area of Compassion: Due 10-8
Students must identify a FBO social enterprise area that reflect their passion or calling and describe their Biblical justification or support for addressing the specific social area. This can be an area where the student is already engaged or an area where the student would like to serve. It is not required that the student identify a specific FBO organization, although one may be recommended. Students are required to articulate this information in no more than a 2 pages double-spaced paper.
NOTE: A specific FBO will be identified, assigned and confirmed after the student has confirmed their social area of compassion and is paired with another student to complete the remaining case study assignments. Students are required to participate in at least 10 hours of direct contact and/or communications with the FBO as mediated by the instructor, to gather the information, discuss the dynamics and perform the observations necessary to complete the strategy statement, strategy map assignment, and the performance measures and targets assignments.
Organizational Design and Leadership - Strategy Statement and Map: Due 10-29 11-12
Strategy Statement: Student teams are required to submit a strategy statement based on an analysis of the assigned faith-based organization or church (FBO). The goal is to identity and articulate the strategy as it is implied or made explicit by the FBO. Students must identify competing strategies or the reasons for vagueness if applicable. Students must also demonstrate their understanding of how the strategy aligns (or does not align) with the mission and vision of the FBO, and why it is important based on their observations. Students are encouraged to discuss the dynamics of the church or FBO with those who have a stake in the FBO. This should be a type-written, double-spaced, 5-page paper.
Strategy Map: Students must develop and illustrate their understanding of the mission as it is being achieved by the organization in their analysis by producing a “strategy map”. This map must include an articulation of strategic priorities within the FBO’s Balanced Scorecard perspectives (e.g., customer). This must be illustrated in a concise manner with a detailed description in the footnotes about the component parts. This is a double-spaced 3-page paper.
Planning and Assessment - Performance Measures and Targets: Due 11-19
Students must describe specific performance measurements for the organization or for a specific initiative within the case study FBO. The information must be presented in a matrix format and should be limited and prioritized to reflect measurements in no more than ten areas.
Team Presentation of Social Enterprise: Organizational Design and Leadership and Planning and Assessment: Due 11-26
Student teams must prepare presentation of their strategy statement and map about their FBO social enterprise. Students must demonstrate their knowledge of social enterprise FBOs by identifying the distinctive features and the issue being addressed. This includes being able to articulate how the issue is being address and why it is important to address the issues for social good in a clear and concise manner.
Student teams must prepare presentation of their planning and assessment about their FBO social enterprise. Students must demonstrate their knowledge of social enterprise FBOs by identifying the inputs, outputs, expected outcomes and performance measurements and how these measurements align with the mission, vision and purpose of the FBO and how it addresses the social issue. Students are required to organize the information in PowerPoint slides, and make a 10-minute presentation with 5 minutes set aside for questions and answers from fellow classmates. Clarity in presentation is very important for achieving the best possible grade. PowerPoint slides (no more than 10 slides) must be submitted for class access. Students will have an opportunity to sign up for presentation time slots provided by the instructor.
Social Enterprise Mock Documentation: Due 12-5
Students’ teams must work together it complete this assignment. The goal is to compile all of documents prepared in the previous assignments to prepare the required IRS forms in accordance with IRS Form 557 and IRS Form 1023 for tax exempt status for the FBO social enterprise. Students must demonstrate their mastery of creating and developing a FBO and a strategy for its implementation. Specifically, the students must demonstrate the ability to create articles of incorporation, bylaws, or other rules of operation and amendments, specific details about past, present and planned activities, purposes and proposed activities. Financial information (optional), if provided should align with proposed activities.
Important Information
In regards to many issues involved in teaching this graduate course, there are expectations and instruction around turning in the assignments and participation. Students must submit all assignments to the instructor on Moodle (and in some cases by email) by the end of the due date indicated. Students are required to complete their reading assignment for participation in each class (except for the first day of class in which students must read after class). The email containing an attached assignment must include the student’s first initial, last name, and an abbreviated title of the assignment in the file name. Each assignment must include contents as indicated in the rubric in this syllabus for the best possible grade (see below). Indicate your name, mailbox number, and student ID on the cover page of the assignment. Participation, attendance, and the completion of a course evaluation in class are critical, and will influence the final grade received (see Bethel Academic Policies below). Justification for missing class due to medical emergencies or unavoidable circumstances beyond the student’s control is determined on the merits of the case.
Class Participation/Attendance/Evaluation
Class Participation
Students are required to participate in class activities. Attendance will be particularly important for this course. Students are allowed one absence without sacrificing a full point from their final grade. However, missing a class session will probably affect student ability to complete the final assignment of the course.
Student Course Evaluation: Completing the course evaluation at the end of this course is included as a component of class participation. While your responses are anonymous, failure to submit an electronic evaluation will reduce your course grade by 2%.
Course Grading:
In this course there will be several assignments that will contribute to a final grade. The categories for these assignments, and class participation and their percentage points are as follows:
Course GradingArea of Compassion Paper / 8%
Organizational Design and Leadership Paper / 25%
Planning and Assessment Paper / 25%
Team Presentation: Organizational Design and Leadership / 10%
Team Presentation: Planning and Assessment / 10%
FBO Social Enterprise Mock Documentation / 20%
Online Course Assessment / 2%
100%
Grading Scale
Grade / Score / Grade / ScoreA / 95-100 / C / 75-77
A- / 92-94 / C- / 72-74
B+ / 88-91 / D+ / 68-71
B / 85-87 / D / 65-67
B- / 82-84 / D- / 62-64
C+ / 78-81 / F / Below 62
Note: A final grade of “B” (85-87) is reflective of an average demonstrated quality level of graduate studies. A final grade of “C” (75-77) is reflective of a below average demonstrated quality level for graduate studies.
Academic Course Policies
Please familiarize yourself with the catalog requirements as specified in Academic Course Policies document at Registrar's website: https://bethelnet.bethel.edu/ureg/bssp/acp/. You are responsible for this information, and any academic violations, such as plagiarism, will not be tolerated.
FBO Social Enterprise Area of Compassion Paper / Can articulate the Biblical calling or passion to address a specific social issue. / · Readings and lectures
· External Research / 8
Organizational Design and Leadership -Strategy Statement and Strategy Map / Demonstrates an ability to develop a “strategy” that is aligned with mission and vision of an organization. Can conduct an analysis of a FBO’s strategic objectives. Included is the ability to identify competing strategies or problems of vagueness, mission and vision alignment, and reliable sources for information.
Creates a “for-profit” balanced scorecard with input and output performance objective items in the internal process perspective. Provides rationale for the design related to avoiding mistakes and ensuring success. Provides strategy for taking the idea to scale. Provides strategy for generating public compassion or educating others about the importance of addressing the issue(s). Credits fellow team members on initiations, ideas and/or contributions.
Can articulate the implicit or explicit strategic priorities, perspectives, and performance (or strategic) objectives. Can assess a FBO strategy and its strategic components in relationship to its mission and target audience. The map should illustrate the story of how the FBO plans to implement the strategy. Student’s insights and recommendations are apparent. / · Readings and lectures
· External Research / 25
Planning and Assessment / Demonstrate an ability to develop performance measures, targets and initiatives that are in alignment with the strategic design of the FBO social enterprise. Includes the ability to identify inputs, outputs and performance measurements that are in alignment with the mission and vision of the FBO. / · Readings and lectures
· External Research / 25
Team Presentation of Social Enterprise: Organizational Design and Leadership / Demonstrates the ability to articulate what constitutes a social enterprise. Can identify distinctive features of the approach as a for-profit. Can articulate how it addresses an issue. Can present the case in a clear and concise manner, using appropriate vocabulary. Includes board development and governance and demonstrates an understanding of the issues and challenges facing the board and executive leadership. / · Readings and lectures
· External Research / 10
Team Presentation of Social Enterprise: Planning and Assessment / Demonstrates the ability to articulate the performance necessary to meet the mission and vision of an FBO to address a social issue. Includes the resources necessary to support the organization and insure the organization’s operation, success and sustainability. / · Readings and lectures
· External Research / 10
Social Enterprise Mock Documentation / Prepare documents that demonstrate the ability to prepare articles of incorporation, write the bylaws of a FBO, complete IRS tax-exemption application and understand specific nonprofit requirements relevant to the FBO social enterprise. / · Readings and lectures
· External Research / 20
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