Many social service leaders with only a focus on promoting social justice had become increasingly aware that to grow, they needed to incorporate more financial and business management practices into their nonprofit organizations. Leaders in the for-profit world are becoming more concerned about the need for social responsibility and promoting programs that not only made a profit but also reflected a social justice perspective. This book explicitly integrates social justice principles into the management of a nonprofit organization. The book discusses the history of the development of nonprofit management up to the present day. It addresses legal and ethical considerations, organizational planning and staff management, finance, public relations, fundraising, public advocacy and volunteerism, program design and grant development, governance and board development, developing an international nonprofit, information technology, career development, and creating a nonprofit/social entrepreneurship organization. Additional chapters address quality improvement, mentoring, and proposal writing. The text is ideal for students and faculty in social service administration, human service leadership, social work management, public and community health, public administration, and health care administration and management.
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This chapter refers to the most important federal tax laws relating to nonprofit governance. It addresses the relationship between tax-exempt status and advocacy for “social justice” that is an important public policy issue. The chapter describes the type of nonprofit organization, the primary responsibilities of directors, trustees, and officers, how to address conflicts of interest and related party transactions, important governance rules related to fundraising and what legal rules affect nonprofit organizations engaging in advocacy for social justice. A nonprofit status is generally a state law concept that may make an organization eligible for benefits such as state income, sales, and property tax exemption. The ultimate legal authority and responsibility for a nonprofit organization lie with the governing board, which is composed of directors or trustees. The chapter concludes by extracting some general principles and best practices for good governance of nonprofits.