Week6-FinalAssignment5220.docx

Please strictly use the recommended resources or else it will not be accepted for grade and I will dispute the paper. Please follow the instruction carefully. 10 pages needed. The textbook is included in the browse file.

Follow the instruction in the file. please read carefully and credibly supported by at least three to four brief cited and referenced current scholarly source no more than 7 -10 years old. Use the recommended resource/ references provided by the professor. The post should focus on current realities. APA format, and references. Please use the textbook source and resources. Whenever you quote, paraphrase, or summarize another person’s work, you need to cite the source within your paper. It is not enough to just list the source in the References or Works Cited at the end of your paper. Failing to properly cite someone else’s words and ideas at the point they show up in your paper is plagiarism

Week 6 – Final Assignment
Research Paper: Nonprofit Organizational Analysis
[WLO: 1] [CLOs: 1, 2, 3, 4, 5]
Write a 3500- to 4200-word (10-12 page) research paper (not including title and references pages). Organization in Human services
You are the Chief Executive Officer (CEO) of a hypothetical nonprofit organization. You have been hired by and report to the Board of Directors. In your paper, complete each of the following:
Step One: Identify and describe the type of hypothetical nonprofit organization (educational, religious, scientific, social welfare, or political).
Step Two: Assess the challenges you would face specific to the chosen organization type. (You may want to refer to a specific organization(s) facing these issues.) How would you address these challenges?
Step Three: Evaluate the role of the board specific to the organization and to the CEO. What issues would you, the CEO, face in your role and in your relationship with the board?
Step Four: Assess what federal and state guidelines/regulations would impact decision-making within your organization. How would you ensure that you operate within these guidelines?
Step Five: Defend your method to ensure sound financial management of your organization and what reporting mechanisms you would use. Justify why these reporting mechanisms are appropriate for your organization.
Step Six: Defend the type of fundraising strategies you would use for your organization and explain why you believe these strategies are relevant and the most effective.
Please support your work with a minimum of ten scholarly sources in addition to the textbooks.
Choose one from the 5 nonprofit organization listed below or use any one you know you are familiar with.

1United Nations Children Çs Fund (UNICEF)
2 American Red Cross
3 Human Rights Watch (HRW)
4 Samaritan’s
5 New York Public Library

Required Resources
Text
Worth, M. J. (2021). 

Nonprofit management: Principles and practices

 (6th ed.). Sage Publications, Inc.
· Chapter 14: Social Enterprise and Earned Income
· Chapter 17: Governing and Managing International and Global Organizations
Article
Stannard-Stockton, S. (2008, December 30). Sacrifice notion sabotages our non-profits. Financial Times, 6. (ProQuest Document ID: 1619612391).
Articles
· Daniel, B. V., West, J. K., Daniel, G. E., & Flowers, P. (2006). Grant writing as a funding source and collaborative endeavor. College Student Affairs Journal, 25(2), 199-208. (ProQuest Document ID: 1173322511).
· Hofland, B. F. (2007). How American foundations plan and make decisions: A guide for the perplexed. Generations, 31(2), 54-59. (ProQuest Document ID: 1472519141).
· IRS fact Sheets help nonprofits comply with laws. (2008, May). Nonprofit World, 26(3), 8. (ProQuest Document ID: 1489060001)
· Knickman, J. R. (2007). Grantwatch perspective: Understanding the craft of philanthropy: Do we make something that should be simple too complex? Health Affairs, 26(6), 1776-1778. (ProQuest Document ID: 1384874811).
· Porter, R. (2007). Why academics have a hard time writing good grant proposals. Journal of Research Administration, 38(2), 37-43. (ProQuest Document ID: 1388431311).
· Stannard-Stockton, S. (2008, December 30). Sacrifice notion sabotages our non-profits. Financial Times, 6. (ProQuest Document ID: 1619612391).
· Zweibel, N. R., & Golden, R. L. (2007). What foundations and nonprofits can do to foster productive relationships. Generations, 31(2), 41-46. (ProQuest Document ID: 1472519121).
Websites
· BoardSource. (2003, March 1). 
The Sarbanes-Oxley Act and Implications for Nonprofit Organizations (Links to an external site.)
. GuideStar. Retrieved from 
https://trust.guidestar.org/the-sarbanes-oxley-act-and-implications-for-nonprofit-organizations (Links to an external site.)

· Fritz, J. (2017, April 03). 
How Is a Nonprofit Different From a For-Profit Business? Getting Beyond the Myths (Links to an external site.)
. the balance. Retrieved from https://www.thebalance.com/how-is-a-nonprofit-different-from-for-profit-business-2502472
·
GuideStar (Links to an external site.)
. (n.d.). Retrieved from www.guidestar.org
· IRS.Gov (n.d.). 
Tax Information for Charities and Other Non-Profits (Links to an external site.)
. Retrieved from https://www.irs.gov/charities-non-profits  
· McNamara, C. (n.d.). 
Two Basic Types of Organizations: For-Profit (Business) and Nonprofit (Links to an external site.)
. Free Management Library. Retrieved from http://managementhelp.org/org_thry/types.htm 
· Online Compendium of Federal and State Regulations for U.S. Nonprofit Organizations. (n.d.). 
Tax-Exempt Organization Reference Chart (Links to an external site.)
. Retrieved from http://www.muridae.com/nporegulation/documents/exempt_orgs.html  
· HUM5220.W6A1.10.2018

· Description:
·

· Total Possible Score: 20.00
· Identifies and Describes the Type of Hypothetical Nonprofit Organization (Educational, Religious, Scientific, Social Welfare, or Political)

· Total: 1.00
· Distinguished – A hypothetical nonprofit organization is clearly identified and very comprehensively described.
· Proficient – A hypothetical nonprofit organization is identified and thoroughly described.
· Basic – A hypothetical nonprofit organization is adequately identified and described.
· Below Expectations – A hypothetical nonprofit organization is identified and somewhat described.
· Non-Performance – A hypothetical nonprofit organization is not identified or described.
·
· Assesses the Challenges One would Face Specific to the Chosen Organization Type, and Submits Plan to Address These Challenges

· Total: 1.00
· Distinguished – All challenges specific to the chosen organization type are very clearly and comprehensively assessed and addressed in a detailed, well thought-out plan.
· Proficient – Almost all challenges specific to the chosen organization type are clearly and comprehensively assessed and addressed in a well thought-out plan.
· Basic – Challenges specific to the chosen organization type are adequately assessed and addressed in a plan.
· Below Expectations – A few challenges specific to the chosen organization type are assessed and somewhat addressed in a plan.
· Non-Performance – Challenges specific to the chosen organization type are not identified, assessed, and/or addressed in any way.
·
· Evaluates the Roles of the Board Specific to the Organization and the CEO

· Total: 2.00
· Distinguished – This paper contains a very clear, detailed, and logical evaluation of the roles of the board specific to the organization and the CEO.
· Proficient – This paper contains a clear and detailed evaluation of the roles of the board specific to the organization and the CEO.
· Basic – This paper contains a sufficient evaluation of the roles of the board specific to the organization and the CEO.
· Below Expectations – This paper contains a minimal evaluation of the roles of the board specific to the organization and the CEO.
· Non-Performance – This paper lacks an evaluation of the roles of the board specific to the organization and the CEO.
·
· Analyzes Issues the CEO Would Face in His or Her Role and Relationship with the Board

· Total: 2.00
· Distinguished – Provides a clear and in-depth analysis of issues the CEO would face in his or her role and relationship with the board.
· Proficient – Provides a thorough analysis of issues the CEO would face in his or her role and relationship with the board.
· Basic – Provides an adequate analysis of issues the CEO would face in his or her role and relationship with the board.
· Below Expectations – Provides a minimal analysis of issues the CEO would face in his or her role and relationship with the board.
· Non-Performance – Lacks an analysis of issues the CEO would face in his or her role and relationship with the board.
·
· Assesses the Federal and State Guidelines/Regulations That Would Impact Decision Making

· Total: 1.00
· Distinguished – Contains an extremely clear and thorough assessment of the federal and state guidelines/regulations that would impact decision making.
· Proficient – Contains a complete assessment of the federal and state guidelines/regulations that would impact decision making.
· Basic – Adequately assesses the federal and state guidelines/regulations that would impact decision making.
· Below Expectations – Contains some assessment of the federal and state guidelines/regulations that would impact decision making.
· Non-Performance – Does not assess the federal and state guidelines/regulations that would impact decision making.
·
· Includes Plans Regarding How to Operate within State/Federal Guidelines

· Total: 1.00
· Distinguished – Includes all possible plans regarding how to operate within state/federal guidelines.
· Proficient – Includes most plans regarding how to operate within state/federal guidelines.
· Basic – Includes sufficient plans regarding how to operate within state/federal guidelines.
· Below Expectations – Provides a few plans regarding how to operate within state/federal guidelines.
· Non-Performance – Fails to provide plans regarding how to operate within state/federal guidelines.
·
· Defends Method to Ensure Financial Management and Includes a Description of Reporting Mechanisms

· Total: 2.00
· Distinguished – Clearly, thoroughly, and logically defends method to ensure financial management, and includes an extremely thorough description of reporting mechanisms.
· Proficient – Clearly and logically defends method to ensure financial management, and a thorough description of reporting mechanisms.
· Basic – Adequately defends method to ensure financial management, and a description of reporting mechanisms.
· Below Expectations – Provides a minimal defense of methods to ensure financial management, and the beginning of a description of reporting mechanisms.
· Non-Performance – Fails to defend methods to ensure financial management, and lacks a description of reporting mechanisms.
·
· Defends Fundraising Strategies Used, and Explains How These Strategies Are the Most Relevant and Effective

· Total: 2.00
· Distinguished – Contains an exceptional defense of fundraising strategies used, and very thorough explanation of how these strategies are the most relevant and effective.
· Proficient – Contains a thorough defense of fundraising strategies used, and complete explanation of how these strategies are the most relevant and effective.
· Basic – Sufficiently defends fundraising strategies used, and explains how these strategies are the most relevant and effective.
· Below Expectations – Contains a minimal defense of fundraising strategies used, and a somewhat brief explanation of how these strategies are the most relevant and effective.
· Non-Performance – Fails to defend fundraising strategies used, or explain how these strategies are the most relevant and effective.
·
· Written Communication: Control of Syntax and Mechanics

· Total: 3.00
· Distinguished – Displays meticulous comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains no errors and is very easy to understand.
· Proficient – Displays comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains only a few minor errors and is mostly easy to understand.
· Basic – Displays basic comprehension of syntax and mechanics, such as spelling and grammar. Written work contains a few errors which may slightly distract the reader.
· Below Expectations – Fails to display basic comprehension of syntax or mechanics, such as spelling and grammar. Written work contains major errors which distract the reader.
· Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
·
· Written Communication: APA Formatting

· Total: 2.00
· Distinguished – Accurately uses APA formatting consistently throughout the paper, title page, and reference page.
· Proficient – Exhibits APA formatting throughout the paper. However, layout contains a few minor errors. 
· Basic – Exhibits limited knowledge of APA formatting throughout the paper. However, layout does not meet all APA requirements. 
· Below Expectations – Fails to exhibit basic knowledge of APA formatting. There are frequent errors, making the layout difficult to distinguish as APA.
· Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.
·
· Written Communication: Resource Requirement

· Total: 3.00
· Distinguished – Uses more than the required number of scholarly sources, providing compelling evidence to support ideas. All sources on the reference page are used and cited correctly within the body of the assignment.
· Proficient – Uses the required number of scholarly sources to support ideas. All sources on the reference page are used and cited correctly within the body of the assignment.
· Basic – Uses less than the required number of sources to support ideas. Some sources may not be scholarly. Most sources on the reference page are used within the body of the assignment. Citations may not be formatted correctly.
· Below Expectations – Uses an inadequate number of sources that provide little or no support for ideas. Sources used may not be scholarly. Most sources on the reference page are not used within the body of the assignment. Citations are not formatted correctly.
· Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.