Final Portfolio

THE
WASHINGTON CENTER

FINAL PORTFOLIO
OF
COURTNEY KEENAN
STOCKTON UNIVERSITY
NATIONAL LESBIAN & GAY JOURNALIST ASSOCIATION

COMMUNICATIONS INTERN
Table of Contents
Capstone Reflection .............................................................................................................................. 2
Informational Interview Reflection I ............................................................................................. 5
Informational Interview Reflection II ............................................................................................ 9
Civic Engagement Project Reflection ........................................................................................... 12
Interns Midterm Self-Assessment Form .................................................................................... 16
Work Samples from The National Lesbian & Gay Journalist Association ................................. 18
Graphics for 2016 National Convention & Media Summit .............................................................. 19
Graphics for 2016 National Convention & Media Summit Cont. .................................................. 20
Press Release for Dateline:DC Event ...................................................................................................... 21
LGBT History Month Profile ..................................................................................................................... 22
Randy Shilts: ................................................................................................................................................................... 22
Don Slater: ....................................................................................................................................................................... 23
Barbara Gittings: ........................................................................................................................................................... 24
Edith Eyde: ...................................................................................................................................................................... 25
Member Monday Social Media Campaign .......................................................................................... 26
Member Monday Logo Social Media Campaign ................................................................................ 26
NLGJA Giving of Thanks Social Media Campaign ............................................................................. 27
Work Samples for the Academic Course .................................................................................... 28
Reflection 1 ....................................................................................................................................................... 29
Reflection 2 ....................................................................................................................................................... 31
Reflection 3 ....................................................................................................................................................... 35
Reflection 5 ....................................................................................................................................................... 39
Class Assignment for Nov. 23 ........................................................................................................................ 41
Informational Interview - Final Paper ........................................................................................................... 44
Academic Course Syllabus .............................................................................................................. 51
Student Learning Outcomes Objectives ...................................................................................... 52
Knowledge ...................................................................................................................................................... 52
Skills .................................................................................................................................................................. 52
Civic Learning ................................................................................................................................................ 52
Reflection Questions .................................................................................................................................................... 52
Final Presentation on Interview and Reaction Paper .................................................................................... 53
Attendance Policy ......................................................................................................................................................... 53
Disclaimer ........................................................................................................................................................................ 54
Class Schedule ..................................................................................................................................... 54
TWC Course Policies .......................................................................................................................... 59
Academic Misconduct ................................................................................................................................................. 60

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CAPSTONE REFLECTION
Courtney Keenan
December 5, 2016
National Lesbian & Gay Journalists Association
Dayna Wade
Capstone Reflection
If someone told me the changes in my life that would happen during my three months in
Washington, D.C. on August 24th when I arrived, I would not have believed them. Through my
experience at my internship, during LEAD, and throughout my evening academic course, I have
been able to evolve my skills, passions, preferred leadership style, and goals for the future.
Since August, I have had the privilege to be the Communications intern for The National
Lesbian and Gay Journalists Association (NLGJA). Throughout my time in this position, I have
been able to enhance my writing skills by writing in Associated Press (AP) style for every task.
For example, I have written a press release announcing Frank Bruni of the New York Times as
the NLGJA Randy Shilts award recipient. Additionally, I have been able to utilize my graphics
design skills that I learned at my home institution, Stockton University. I was fortunate enough
to create many graphics over the course of three months for the NLGJA social media platforms.
Thirdly, I gained more experience cold calling and emailing people I did not previously know to
personally invite them to our events or to interview them for articles.
Throughout every aspect of my time in the District, the thought of my career after college
was continuously on my mind. However, from learning the details about leading and managing a
nonprofit in my evening course and at my internship, I have been able to decide the direction I
would like my life to take following my college graduation this December. I have concluded
that, in order for me to enhance the nonprofit sector, it would be best for me to gain public
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relations experience in a business setting first. I believe that by growing in a public relations
position in this setting, I will grow and learn more skills that I then can use to the benefit of the
nonprofit I choose to work for in the future. During my time in my evening course we discussed
how the process of implementing a strategic plan is new, thus why experience in a public
relations position where I would be conducting strategic plans outside of the nonprofit sector
would be beneficial for the nonprofit once I make the transition.
During the discussions in my LEAD session, I realized that gaining experience in
different settings is beneficial for your professional and leadership growth. My passion for the
nonprofit has not weakened from my decision but has only strengthened because my public
relations experience will strengthen the public relations of nonprofits in the future. Additionally,
during my LEAD sessions I was able to reflect on the leadership style of my internship site and if
it fit my professional growth goals and personality so that I can better decide a nonprofit to work
for in the future. My internship site has a flat leadership structure, which does not fit my goals or
personality because I like to be in a well-structured and organized atmosphere. I believe I would
excel best in a transformational structure where I could grow with the company and be around
professionals with the same mindset. This leadership style will help me reach my goals, while
also utilizing the skills I have learned during my time as a college student.
To continue my pursuit of creating a better world for the nonprofit public relations sector,
I have been searching for a job that I believe with allow me to grow and challenge me
professionally in my skills such as writing and communicating with others. Overall, this decision
will make me a more profitable candidate to a nonprofit once I make that transition.
An event that I would not have experienced in D.C. had I not attend TWC would be
NLGJAs Dateline: DC event. This event brought in over a hundred journalists, media
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professionals, and executives together to network and celebrate the recipient of the Randy Shilts
Award, Mr. Bruni. He is an accomplished columnist of the New York Times. As a budding
young professional, I took the liberty to welcome the guests and introduce myself to them. I was
able to listen to Mr. Brunis speech where he discussed the progress of the LGBTQ community
over the past decade and his journey as a journalist. I was able to reflect on his words so that I
never give up on what I love, just as he didnt.
Without my experience in the District this past semester, I would not have clarity about
the outcome of my future. With the help of The Washington Center, I have learned a lot about
the person I am professionally and as an individual. In the years to come, I plan to continuously
grow and challenge myself in my future career and to remain active in my community.

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INFORMATIONAL INTERVIEW REFLECTION I

Courtney Keenan
September 30, 2016
Dayna Wade
Informational Interview I
Since 2008, I have been an avid volunteer for The American Cancer Society. Up until
this interview, I never paid attention to other cancer-fighting nonprofits. Due to my interest in
cancer nonprofits, I interviewed Kim Thiboldeaux, Chief Executive Officer (CEO) of Cancer
Support Community (CSC) at their headquarters in D.C. Cancer Support Community is a
nonprofit organization that is dedicated to ensuring that all people impacted by cancer are
empowered by knowledge, strengthened by action and sustained by community. I wanted to
interview Ms. Thiboldeaux because she is in the middle of her career as the CEO of a large
nonprofit so I was intrigued as to how she has gotten to where she is today.
CSC has a transformational leadership style. There are many decision-making pieces to
the organization such as their CEO, Board of Directors, Leadership Council, Presidents Council
and Professional Advisory Board. These boards are made up of members who are from different
career fields but all have the same mission in mind. The CSC also sends out surveys to the
individuals they help to get feedback and better the organization when necessary. Ms.
Thiboldeaux said that the organization is always learning and transforming with the needs of
those they help. That being said, having been a volunteer for an organization that is not as
thorough with their leadership style compared to CSC, I believe that the decisions that CSC
make are better due to the various backgrounds that make a common solution.
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Although CSC has a transformational leadership style, not all nonprofits are like this.
Transformational leadership is the most common among nonprofits. Another type of leadership
is a flat structure where the leadership members are all on the same playing field. There is also
the top down structure, where the authority comes from the leaders only. I would work best in an
organization that has a transformational or flat structure due to my personality and the work
culture I aim to be in. Top-down leadership is not a style that I find to be helpful for nonprofit
organizations in order for them to thrive. However, if I were in a top down environment I would
try to learn how the communication flows in the organization and how my voice can be best
heard in certain situations.
A growing trend within nonprofits is measuring their impact on their targeted audience.
Ms. Thiboldeaux was able to explain how the CSC has a research institute in Philadelphia that
they use to measure their impact. They also use peer reviewed data and the market research
surveys, which they send to the 10,000+ individuals who use their services. Not all nonprofits
will measure data in this form but this is a growing topic, which I know little about so I found
this information most interesting.
Acclimating to an organization such as CSC would not be difficult for me due to how
prepared CSC tries to make all of their new employees. The organization requires all new
employees to attend their formal training programs for one week. During this time, they visit
CSCs centers, learn about every aspect of the organization, and meet with senior staff.
Ms. Thiboldeaux did not always want to work in for a nonprofit. While in college she
aspired to be a television journalist; then she wanted to be a lawyer and became a paralegal
before her move to a nonprofit. Her prior experience helped her have a strong platform of
knowledge and it made her well versed. In a way, hearing of her experience has made me
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second-guess what I want to do after graduation. Since the interview, I have thought about
following a similar path as her except our choice in prior experience will be different. I now
think that I will try to find a job as a social media specialist or in business communication
position outside of nonprofit and then go back to this sector such as Ms. Thiboldeaux.
The advice that I took away from my interview in regards to how to get into this field is
that I need to decide on my topic of interest within nonprofits and then become a good resource
for others through my observations. I also need to learn more about nonprofits in general by
reading and researching the different structures, important forms such as the 990 and their
finances.
When discussing what Ms. Thiboldeaux would do differently in her life she prompted me
to think about what I need to improve on in order to do well in the nonprofit field. I would need
to become more patient and actively listen to others to understand what their needs are. For this
to happen, I have to refocus my mind frame when I am in a situation that I can learn from such as
my internship, helping my family or volunteering. I also need to read more about nonprofits.
Ms. Thiboldeaux suggested many online sources and books, all of which would be a good
starting point for me. Lastly, I need to research more about the organizations that I am interested
in and how they function as a whole. This will better prepare me for when I am searching for a
career in nonprofit.
Overall, this interview helped me decide on what I want to do with my immediate future.
I hope to gain experience in a communication or public relations position outside of nonprofit
first and then return to the idea of working in that sector. Before I moved to D.C. I was set on
finding a job in the non-profit communication sector, but I want to become a well rounded
communications professional. In order for me to achieve that goal, I need to gain experience
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outside of nonprofit. From this interview, I was able to gain a better understanding of not only
about another cancer nonprofit, but also about the leadership dynamic, formal pieces of training,
work culture, but most importantly form a connection with Ms. Thiboldeaux.
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INFORMATIONAL INTERVIEW REFLECTION II

Courtney Keenan
October 21, 2016
Dayna Wade
Informational Interview II
Since my first interview where I learned about nonprofit communications, I have since
then thought of starting my career path in a public relations (PR) firm. This led me to interview
Susan Adelizzi-Schmidt, President of Suasion Communications Group, in Somers Point, NJ.
Susan was kind enough to meet with me the weekend I visited home this past month. Susan is a
Stockton University alumnus who has climbed the leadership ladder to get her to the career she
has today.
Suasion Communication Group has a transformational leadership style. Transformational
leadership is the most common type of leadership style for the communication/public relations
field. Some characteristics of this leadership style are creative, interactive and are good at
communicating. Another style of leadership that is in this field is transactional leadership. This is
best described as a give-and-take process centered on rewarding and disciplining employees on
the quality of their performance. These leaders exercise control through setting rules and being
authoritative. I think I would best acclimate to a transformational leadership style due to my
personality and work ethic. I would observe the work culture to adapt to the new setting. To
adapt to a transactional leadership style workplace, I would ask questions about what get praised
and reprimanded so I knew what the grounds were for a beginner communication professional.
After graduating from college, Susan held jobs all across the field of communications
including at a Radio Station in Wildwood, Freelance, reporting for the news station TV40,
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Showboat Casinos Executive Floor, and as Senior Executive at Smith OKeefe, an advertising
agency. Through all her experience, Susan stressed that her time as a news reporter was where
she truly learned her craft and gained ample knowledge of not only herself but also the field,
which I found most interesting.
This interview helped me gain more insight into the field of Communications. Three
points of advice that Susan said she would give future PR professionals is to never burn your
bridges, take any door that opens up for you even it is something that isnt exactly what you
want, work on your writing skills and have the ability to adapt in order to roll with the
punches. Susan also emphasized that as a professional, you should get to know your clients
intimately so you can be a part of their group in order for them to fully benefit from your
relationship. A point that I found inspiring is that even though she was not in Public Relations
Student Society of America during her time in college she continuously found work within the
communication field. The advice and knowledge of the field has helped reassure myself that this
field is perfect for me.
I can envision myself following the same path as Susan because she didnt start off
working in a PR firm; she worked in the PR department of a casino. I have recently received an
interview with a marketing firm, so I too, am following a path like Susan. I understand that I may
have to work somewhere that is different than what I planned, but I am willing to learn and grow
in that position.
Susans advice about taking any door that opens is the best career strategy I have learned
thus far in my life. Some of those doors may not be ideal but they will most likely lead you to
the door that you want. A skill that I need to develop is to roll with the punches as Susan put it.
She has helped me understand that I may not land a PR firm job during my first job hunt. This
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experience has made me become open to marketing firms and different career choices in the near
future, all of which will overall broaden my skills and make me a better job candidate for the
future.
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CIVIC ENGAGEMENT PROJECT REFLECTION

Courtney Keenan
December 2, 2016
Dayna Wade
Civic Engagement Reflection
Since my first day in D.C., one thing I noticed right away was the large population of
homeless individuals in the city. According to a story by Kevin Koslof of the Washington Post,
the homeless population has grown 14.4% this past year in the District. This 14.4% growth
equals to about 1,000 more people than last year according to the Department of Housing and
Urban Development, which bring the total to close to 13,000 people (Koslof, 2016). The story
continues to explore the reasons why the population has grown even though nationally,
homelessness has dropped 3%. The director of Thrive D.C. told the reporters that she believes
the cost of living in D.C. is where the root of the problem lays. However, HomeAid, a leading
national non-profit organization that build and renovates multi-unit shelter for Americas
temporarily homeless, has done research showing that homelessness occurs due to a life altering
event or series of events that were unexpected and unplanned for (HomeAid, 2016).
According to HomeAid, the top reasons why there are homeless families and individuals
in America are the loss of loved ones, job loss, domestic violence, divorce, family disputes,
depression, untreated mental illness, post-traumatic stress disorder, physical disabilities, and the
cost of living (2016). This is a public issue because there are over half a million people who are
homeless in the United States, which should be reason enough to bring it to the forefront of
citizens minds (National Alliance to End Homelessness, 2016). Especially as winter is
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approaching, it is unsettling knowing that there is that many people living outside and putting
their health at risk.
Luckily D.C. works hard to bring homeless families and individuals inside during the
winter season especially. In January of 2015, the city was able to assist 4,000 people by having
volunteers offer taking individuals and families to shelters within the city (Davis, A., 2015).
There are currently about 90 homeless shelters in D.C. and the surrounds cities so as a whole, the
Metropolitan area is striving to combat this issue but they cannot do it on their own (Homeless
Shelter Directory, 2016).
Possible strategies that the citizens in D.C. can do are to call the newly elected Mayor and
voice their concerns to her. Mayor Muriel Bowser ran her campaign on the promise that she
would do everything she could to decrease the homeless population but unfortunately since she
was elected no progress has been made. By the citizens calling and voicing their concerns,
Mayor Bowser will soon understand that she needs to keep her promise because her constituents
have not forgotten. During my public policy meeting with Representative Frank LoBiondos
Legislative Director, he expressed how voicing your concerns to you local elected officials is a
great way to make that concern come to the attention of the official.
Additionally, citizens can volunteer at the food kitchens and shelters in the area to lend a
helping hand. I chose to volunteer at SOME - So Others May Eat - this past semester and I
witnessed first hand how much the food kitchens and shelters rely on there volunteers.
Volunteers are the core of these organizations in order to help the homeless. I had the
opportunity to serve breakfast and lunch to those in need of a meal while at SOME. During my
first block of hours serving breakfast, there were about 20 volunteers alongside me helping serve
those who were in need of a free meal. However, during my lunch service hours, there were
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maybe 10 volunteers. The 10 of us could feel the difference that number made because we were
completing multiple jobs at once while trying to make the individuals being fed have a good
experience at SOME. Due to the fewer volunteers, it was hard to make sure every person was
being properly served while making sure the experience for them was good. Situations such as
this probably make the staff of SOME worry because they not only want to serve the individuals
getting served well, but also they want their volunteers to be satisfied so that they return to help.
The volunteers of SOME get duties such as cooking, serving food, and serving drinks; then as a
whole, we all clean up after the meal is served. Thus having a solid number of volunteers during
every food serving time is important for both SOME and those they assist.
By having more volunteers at the shelters and food kitchens, the duties are evenly
balanced and they are completed in a smooth manner. SOME explains to the volunteers that they
want the individuals that they serve to feel welcomed and at home so they continue to come
back. This can be easily accomplished but only if the volunteers are not stretched thin and
completing multiple jobs at once.
From my experience at SOME, I have two strategies in order to make an impact on this
social concern. The first is to spark up a conversation with D.C. citizens about the homeless
community and ask if they volunteer. From my experience traveling to work, people do not like
to even look in the direction of the homeless, so that could be why there are not many volunteers.
By starting this conversation, I could figure out why they do not volunteer and ask them to
volunteer with me some time. This ask will make the person more likely to go because they will
not be alone and will be with an experienced volunteer. Secondly, I would offer homeless
individuals references of shelters and food kitchens in the D.C. area. This would help them as
weather changes so they do not risk their health.
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Altogether changes can be accomplished easily by a group of motivated volunteers who

want to create change. I believe that with these steps, together we can begin the conversation
about homelessness and decrease the population rate of the homeless community.
Citations
Davis, A., Zauzmer, J. With 4,000 in homeless shelters, D.C. on pace to eclipse record set last
year. The Washington Post. WP Company, 29 Jan. 2015. Web.
HomeAid. "Top Causes of Homelessness in America." HomeAid. N.p., 2016. Web.
"Homeless Shelter Directory." Washington Homeless Shelters and Services - Washington DC
Homeless Shelters - Washington Washington DC Homeless Shelters. N.p., 2016. Web.
Koslof, Evan. "Homeless Population Increasing in D.C." The Washington Post. WP Company,
22 Nov. 2016. Web.
National Alliance to End Homelessness. "The State of Homelessness in America 2016." National
Alliance to End Homelessness. N.p., n.d.
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INTERNS MIDTERM SELF-ASSESSMENT FORM

Courtney Keenan
October 12, 2016
Dayna Wade
Midterm Self-Assessment
1. If you were to write a description of your on-the job duties, what would be the top three duties?
The top three duties that I have are to write articles for the weekly newsletters, create content for the
organizations social media accounts, and create press lists for specific areas.
2. Write in the name of at least 2 successful projects youve contributed to this semester. Use
projects official names if possible.
One of the successful projects that I worked on was writing four articles for the newsletters, which were
for LGBT History Month. For these, I had to email professionals for quotes and research specific pioneers
in LGBT history in order to compose strong articles, which have been getting published in the weekly
newsletters this month. Secondly, I had to opportunity to create many graphics to promote plenaries and
breakout sessions for the organizations National Convention and Media Summit, which were distributed
on the organizations social media platforms.
3. What skills did you use in these projects? Were there any that you adapted or transferred from
other contexts? In what ways did your skills develop or improve?
These projects made me use my communication, writing, creativity and business professional skills. I was
able to adapt my business professional skills in order to successfully email media professionals to request a
quote. The other skills I was able to transfer from my previous experiences in communication. All of the
skills I named have gotten better from my projects at this internship. I have expanded my skills in
communication, creativity, and writing. Also, I have improved my level of being business professional.
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4. Where would you like to focus your professional development efforts in the next several weeks?
Identify three (3) goals.
I would like to continue to improve my writing skills because I have to write in AP style for my position.
This style of writing is still fairly new to me, so I have a lot of learning ahead of me. I also would like to
learn more about how the organization promotes their large events through public relations. Lastly, I want
to continue to learn about the LGBTQ community and writing on their behalf as an ally.
5. How do you feel about your current career choice? Has your understanding of what is involved in
conducting your career changed? If so, how?
I am still passionate about communications and public relations. This internship has helped confirm that
this is the field of work that I want to be in. This has given me first hand experience about how this field is
not a walk in the park and how every detail in regards to writing is so important.
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WORK SAMPLES FROM THE
NATIONAL LESBIAN & GAY
JOURNALIST ASSOCIATION

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Graphics for 2016 National Convention & Media Summit

These graphics were posted on NLGJAs social media platforms to promote the plenaries that
took place at the NLGJA National Convention & Media Summit this past September.

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Graphics for 2016 National Convention & Media Summit Cont.

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Press Release for Dateline:DC Event

FOR IMMEDIATE RELEASE: Tuesday, September 13, 2016
PRESS CONTACT: Dillon Lewis
Press@nlgja.org or 202-588-9888

NLGJA Announces Frank Bruni as 2016 Randy Shilts Award for LGBT Coverage Winner
Washington, D.C.- Today NLGJA - The Association of LGBTQ Journalists - announces The New York
Times columnist Frank Bruni as the recipient of its Randy Shilts Award for LGBT Coverage.
Randy Shilts paved the way for so many of us, covering gay issues when news organizations often
resisted that, said Bruni. His work certainly inspired me, so I'm hugely flattered--and genuinely
grateful--to receive this honor.

Bruni will receive the Randy Shilts Award during NLGJAs Dateline:DC event on November 17 at the
Mitchell Gold + Bob Williams DC Signature Store in Washington, D.C. NLGJA invites any media
industry members to attend this night of networking to strengthen the industries fair and accurate
coverage of the LGBTQ community and issues. Tickets are available online at www.nlgja.org/datelinedc/
now. NLGJA member tickets are $35 and a non-member tickets are available for $50. There will be a
hosted bar and hors doeuvres served during the event.

Frank Bruni joined The New York Times in 1995 and has served as a staff writer, restaurant critic, and
Op-Ed columnist.

The NLGJA Randy Shilts Award for LGBT Coverage is an award designed to honor journalists who
consistently bring stories of the lesbian, gay, bisexual and transgender community to life in mainstream
media outlets. The award honors individual journalists and news organizations who go the extra mile to
ensure that all Americans are aware of the diversity within the LGBT community, as well as the unique
struggles lesbians, gays, bisexuals and transgender people face in the United States and around the world.
###

About NLGJA The Association of LGBTQ Journalists:
NLGJA is an organization of journalists, media professionals, educators and students working from
within the news industry to foster fair and accurate coverage of LGBTQ issues. NLGJA opposes all forms
of workplace bias and provides professional development to its members. For more information, visit
www.nlgja.org.
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LGBT History Month Profile

NLGJA celebrated LGBT History Month in October by broadcasting these weekly profiles, via
social media and the weekly newsletter, on individuals who have made contributions to
advancing NLGJA's mission of promoting fair and accurate coverage of LGBTQ issues and
people. The four individuals I wrote profiles on were Randy Shilts, Don Slater, Barbra Gittings,
and Edith Eyde.

Randy Shilts:

Randy Shilts is well known within the LGBTQ community as a pioneer. As a reporter for the
San Francisco Chronicle and The Advocate, Shilts was among the first to cover HIV and AIDS,
the illness that would eventually lead to his death at 42 years old. His reporting helped to
dismiss Americas prejudice and denial about the plague that has now claimed more than half a
million lives in the United States alone.
Randy Shilts paved the way for so many of us, covering gay issues when news organizations
often resisted that, said Frank Bruni, recipient of the 2016 NLGJA Randy Shilts Award for
LGBT Coverage. His work certainly inspired me, so Im hugely flatteredand genuinely
gratefulto receive this honor.
Shilts was the author of the well known books The Mayor of Castro Street: The Life and Times
of Harvey Milk and And the Band Played On: Politics, People, and the AIDS Epidemic. His
books helped to bring gay lives to the forefront of the American consciousness, first through
Harvey Milk, the first openly gay elected public official in California, and then through the
stories of those ravaged by HIV and AIDS.
Unlike some of his gay contemporaries, Shilts did not curb words. He wrote about unsafe sex in
gay bathhouses with the same passion that he brought to his critical coverage of lawmakers and
scientists who rejected the seriousness of AIDS. Although Shilts was criticized for his work by
some in the gay community, his assistant and long standing friend Linda Alband said in an
interview that, One of the big criticisms leveled at Randy is that he was an assimilationist. But
he chose to write about gay issues for the mainstream precisely because he wanted other people
to know what it was like to be gay. If they didnt know, how were things going to change?
Shilts final book, Conduct Unbecoming: Lesbians and Gays in the U.S. Military, revealed
anti-gay attitudes and policies in the armed forces. Shilts hoped the discrimination against
LGBT people in the military would be ended, however, President Bill Clinton instead signed the
dont ask, dont tell policy in 1993, prohibiting active military personnel from disclosing their
sexual orientation.
In fear of having his diagnosis affect his work, Shilts kept his illness private until 1993. In an
interview, he said, Every gay writer who tests positive ends up being an AIDS activist. I wanted
to keep on being a reporter. Shilts died in 1994 at his home in Guerneville, CA. He was
survived by his partner Barry Barbieri and their golden retriever, Dashiel. Shilts left his personal
archive and papers to the San Francisco Public Library.
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NLGJA is proud to count Randy Shilts among its LGBT Journalists Hall of Fame members.

Don Slater:

Don Slater was a leader amongst the gay men who founded ONE Magazine in 1953. Slater saw
the magazine as a fundamental piece to the effort to secure rights for gay men and lesbians.
Though sometimes at odds with individuals in the burgeoning movement, Slate maintained a
passion for LGBTQ rights.
To many, Slater was more than a pioneer to the LGBT movement. Philadelphia Gay News
founder and editor Mark Segal describes Slater as, a trailblazer who fought to do what each of
us in journalism do each day: bring information and a voice to our community. The difference is
that when he did it, few others would be that voice.
ONE, Inc. was formed in 1952, and the first issue of ONE Magazine was printed by January
1953. With news distributors reluctant to support the magazine, members of the staff took
subscription sales upon themselves, going to gay bars and persuading individuals to purchase the
magazine. Trouble began for ONE after Slater decided to put include a story called But Theyll
Outgrow It, by David Freeman in the July 1953 issue, drawing the attention of federal officials.
In 1954 postman Otto K. Olesen claimed ONEs October issue was obscene and a legal battle
began. After rulings by lower courts, the U.S. Supreme Court accepted the case. In 1958 the
justices unanimously reversed the lower court decisions, allowing gay and lesbians magazines to
be sent through the mail.
Turmoil erupted in 1965 between Slater and W. Dorr Legg, which resulted in Slater and Antonio
Reyes removing all the contents, including the only list of the magazine's subscribers, of ONEs
office in a midnight operation, and relocating them to a secure location. Following a series of
legal battles, Slater gained sole possession of ONEs property, while Legg held the rights to use
the name ONE. Soon after, Slater began publishing Tangents. Through Tangents Slater was able
to embrace the growing youth movement while advocating for LGBTQ rights, including those of
dishonorably discharged veterans.
Slater hoped that through his journalism career, he would help create conversations between
homosexuals and heterosexuals. Tangents subscription base eventually declined, and Slater
rebranded the company into the Homosexual Information Center. He continued to work, until
1983, when following a violent mugging he opted to retire to Colorado with Reyes.
Slater suffered a serious heart attack in December 1996 and passed away in February 1997.
Nonetheless, Slaters contributions to LGBTQ media and dedication to LGBT rights secured his
place as a pioneer. NLGJA is proud to count Don Slater among its Hall of Fame members.

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Barbara Gittings:

NLGJA LGBT Journalists Hall of Fame member Barbara Gittings is a giant among LGBTQ
pioneers. She was a lifelong activist whose work had a profound impact on the strength and
direction of the LGBTQ movement. Born in 1932, Gittings sought out the truth about her
sexuality from an early age. Relying on books and libraries, she educated herself about sexuality,
and eventually sought out a community to which she could belong. After enquiring at ONE Inc.,
she was directed to the Daughters of Bilitis, where she quickly became involved, editing the
organizations magazine, The Ladder.
Gittings soon met Frank Kameny, who had lost his government job after being found out to be
gay, and together they began to picket government buildings in hopes for visibility and equal
rights. Her self-imposed life mission was to break away the shroud of invisibility connected to
homosexuality, which had then been correlated with crime and mental illness. In the years
leading up to the 1969 Stonewall Riots, Gittings and Kameny held the Annual Reminder in
Philadelphia, on July 4 in front of Independence Hall.
Gittings also became involved with the American Library Associations gay caucus, the first in a
professional organization, to promote positive literature about homosexuals in libraries.
Influenced by her early days in libraries, she actively campaigned to get more LGBTQ literature
on more library shelves. She was also associated with the campaign to get the American
Psychiatric Association to remove homosexuality from its list of mental illnesses in 1972, a
monumental shift in the movement.
Tracy Baim, author of Barbara Gittings: Gay Pioneer and founder of Windy City Times, was
inspired by Gittings for putting her career on the line for the future of others. She was a giant
among the pioneers, said Baim. She was an activist, a journalist and all-around trouble maker
who did not settle for the status quo in any arena she fought in. Without people like Barbara, and
a few hundred other early pioneers, I would not have been able to have the journalistic life I have
today.
One of Gittings last actions as an activist was to come out in the newsletter that was published by
the assisted living facility she lived in with her lifelong partner, Kay Tobin. Gittings died in
Pennsylvania on February 18, 2007 after a long battle with breast cancer. Gittings described her
inspiration for activism in 1999:
As a teenager, I had to struggle alone to learn about myself and what it meant to be
gay. Now for 48 years I've had the satisfaction of working with other gay people all
across the country to get the bigots off our backs, to oil the closet door hinges, to change
prejudiced hearts and minds, and to show that gay love is good for us and for the rest of
the world too. It's hard work but it's vital, and it's gratifying, and it's often fun!
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NLGJA is proud to count Barbara Gittings among the members of its LGBT Journalists Hall of
Fame.
Edith Eyde:

Edith Eyde, also known by her pen name Lisa Ben, was an editor, author, and songwriter. She is
most recognized for creating the first lesbian publication in the United States, Vice Versa. Eyde
began Vice Versa in 1947 as a way to increase her social network:
I was by myself, and I wanted to be able to meet others like me. I couldn't go down the
street saying 'I'm looking for lesbian friends'...[Vice Versa] gave me a way of reaching
out to other gay galsa way of getting to know other gals....when I had something to
hand out and when I tried to talk girls into writing for my magazine, I no longer had any
trouble going up to new people.
Diane Anderson-Minshall, CEO and Chief Storyteller of Retrograde Communications and the
recipient of NLGJAs 2016 Lisa Ben Award for Achievement in Features Coverage, said the
importance producing LGBTQ work is, because nobody, not now, not when Lisa Ben was
reporting, covers the depth and breadth of our lives the way we do.
While working as a secretary for RKO Studios, Eydes boss told her to make herself look busy if
there was not much work to do, so she would spend her time typing the magazine, producing 12
copies of each issue. To disperse the magazine, she mailed three copies to her friends and then
distributed the rest by hand, particularly at the If Club, one of Los Angeles first lesbian bars. To
help circulate the magazine, she encouraged her readers to give their copy to a friend instead of
throwing it out.
To do what she did was really amazing, because she was sort of an undercover reporter; this
innocuous secretary doing something revolutionary during her regular job said AndersonMinshall.
Only nine issues of Vice Versa were published because RKO closed and Edye was forced to find
a new job. Through the magazine, Edye was able to increase her social circle and decided to
enjoy her new life by living it, instead of writing about it. Soon after, Edye began writing for The
Ladder, the first nationally distributed lesbian magazine published by the Daughter of Bilitis, of
which Edye was a member.
Edye continued to work in secretarial positions until she retired. She passed away in 2016,
leaving her personal archives to the ONE Archives at the University of Southern California.

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Member Monday Social Media Campaign

I created and launched the social media campaign Member Monday a spotlight series of
wonderful NLGJA members. I created the logo (featured below) as well as a nomination form so
that members can nominate members that they thought should be featured. These spotlights have
been featured on the NLGJA social media platforms on a weekly basis since October. I have
provided a feature below.

Member Monday Logo Social Media Campaign

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NLGJA Giving of Thanks Social Media Campaign

The week leading up to Thanksgiving, NLGJA hosted a Giving of Thanks campaign via
Facebook where I interviewed staff, members of NLGJA and members of the NLGJA Board of
Directors to ask why they are thankful for NLGJA and to share their favorite NLGJA photo.
Below is the graphic I created for the Thanksgiving Day post that featured responses from
members of NLGJA.

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WORK SAMPLES FOR THE ACADEMIC
COURSE

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Courtney Keenan
Dr. Saunji Fyffe
Non-Profit Leadership and Management
14 September 2016
Reflection 1
Thunder Against Hunger is a two-year-old non-profit organization that helps prevent
members of the southern New Jersey community from going hungry. I am the proud Executive
Director for the organization. Thunder Against Hunger is based out of three churches in Cape
May County where we go to a local park every Saturday morning for three hours to feed those
who need it. The three churches rotate kitchen duties every week but share a common food truck
for the dispersing of food.
The three churches communicate with their congregations about volunteer opportunities,
how to donate, and how their contributions are positively influencing their community.
Donations for Thunder Against Hunger assist with purchasing the necessities to prepare and
distribute the food as well as buying the ingredients for the meals. The church that is
volunteering at the time, is responsible for cleaning up the food truck for the following
congregation. By volunteering your time with Thunder Against Hunger you will gain a better
understanding of your community and how your help for a few hours can tremendously impact
someones life. Thunder Against Hunger depends on their volunteers, monetary donations, and
respectful communications between the three churches and community. Furthermore, those who
need the food depend on Thunder Against Hunger for our assistance.
Due to our location in the Jersey Shore, the seasons have an impact on how our
organization runs. During the summer the population grows by 40k-50k people. This means that
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there are most likely more people who are in need of food but also more people attending church.
To balance out the numbers, my staff and I have pressed the congregations for more donations
and day of volunteers in order maintain the organization. While on the other hand, during the
winter season, the number of those in need and church attendance fluctuates. To combat wasting
food or not having enough food at the truck, we have started to keep count of the number of
people we assist so that in the years to come we can reference the information to estimate how
much food to make.
Additionally, due to hot weather or extreme cold, our location of the food truck may
change to a location with more shade or warmth as needed. During those times, we promise to
make the decision 24 hours before set up so that we can reach out to our connections in the
community so that people in need will be able to locate our truck.
Overall, with our organization being so young, the staff and I are happy with the progress
we have made and our readiness to overcome obstacles. As a whole, we hope to continuously
grow in order to combat hunger in our communities.
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Courtney Keenan
Dr. Saunji Fyffe
Nonprofit Leadership & Management
28 September 2016
Reflection 2
As a student concentrating in public relations I find the topic of strategic planning in
nonprofits very interesting. The article, Nonprofit Service Organizations: Fidelity with Strategic
Plans for Financial Survival - Critical Roles for Chief Executive Officers, discusses strategic
planning for two small nonprofits. Although the study that was conducted between the two
organizations had similar results in the end, the reactions of the organizations are what I find
most important.
Strategic planning so intriguing because I was unaware that nonprofits do not regularly
use strategic planning including a SWOT. The article points out that the reasoning may be
because the nonprofits dont have the funds to hire a team of strategic planners to execute to the
plan. However, my first implication is that the leaders and managers of the nonprofits did not
explore all the options they have. Although I can see how extra costs can raise a red flag for
them, Im surprised that the leaders in the organization did not think to try execute the plan
themselves or delegate this idea of a strategic plan to the communication coordinator of the
organization. After the descriptions of the CEOs of the organizations, I was surprised that my
proposed solution was not thought of already. I also wonder if the organizations looked into
getting help for free.
For example, at my university there is an advanced level course that all public relations
students must take, which involves semesters long project with an outside organization that
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wants/needs public relations assistance. The organization would have a hand full of students at
their disposal for free. The students would create a strategic plan to help execute the needs of the
organization, pitch it to the organization for approval, and then implement said plan. If more
colleges did this it would immensely help nonprofits in need such as the two in the article.
Im sure the lingering question is, what would happen when the semester ends and the
students leave? The students are required to complete the plan within the given semester. After
the plan is done, the organization can ask for further assistance from the students, which could
lead to an internship or even a job offer. The organization can also return to the class for help
every semester if need be. Or the students can step up a multi-phased implementation for the
organization, such as the study later explained. Furthermore, the article states the
implementation process may have to be managed by individuals who, though talented, may not
possess a great depth of experience as nonprofit, corporate strategic planners and plan
implementers. This course would build a mutually beneficial relationship for both the students
and the organization.
Using triangulation in the structure of the study of the two organizations was something
new for me. I find this concept of using multiple information sources to confirm and verify
what has been told to the research by others or what has been read or discovered by the
researchers great. Although it may take longer, the accurate results would be worth the extra
time. Triangulation would also help keep everyone in the study continuously involved making
them feel more valuable to the study hence more apt to be honest. However, I also think this
concept could damage the study if someone were to be dishonest in their answers.
A point that I wish the article explained more was their reasoning behind making the
board of directors surveys be mailed in and conducting the CEO's surveys face-to-face. I raise
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this point because there are probably only one or two CEOs per organization and a greater
number of board members. When only 48 percent of the board members participate in the
survey, like in the example, the study results then become less accurate. My thinking is, if the
members surveys were face-to-face and the CEOs were mails in, the study would have more
accurate results. From my implications, the CEOs would mail their answers in because their
descriptions show that theyre passionate about their work and only want to make the
organizations better. I also think it can be concluded that because only 48 percent of board
members participated, some members are not as passionate about the organization as they say
they are. I can understand being busy, but when you are on a board of directors, you should be
able to answer questions when the results are to help improve the organization as a whole. From
this alone, I question if the results are accurate and not skewed.
Both organizations, although different, showed common themes which I found
compelling. I believe that all nonprofit organizations would find commonalities as well. For
example, they defined the working relationships that they forge with other businesses as an
internal strength; they described organizational gain as an opportunity; and thought of their
lack of funding as a threat. Just reading this article I could find commonalities with organizations
that I am involved with, so I believe that many nonprofits could relate to this article.
The section, Plans Change after Implementation, displays the final evaluations of the
organizations in a great light. Organizations are sometimes resistant to change so these two
examples are a breath of fresh air. I really like how the one organization describes how they
learned how to do things differently. Sometimes organizations have this mind frame that
without money, they cant accomplish certain tasks such as a strategic plan. However, I believe
that if they step out of that boxed and gain a PR mind frame, they may learn how to get things
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that are earned and not paid for. Additionally, I respect that the organization recognized how
they can go beyond what their status quo has been.
This study was an effective method for the organizations to analyze themselves from the
outside, in. As a whole, this study was a great way for the organizations to resurface their full
potential and re-energize their mission. However, nonprofits need help from communication and
public relations professionals in order to overcome their needs. If nonprofits had the assistance of
those professionals or learned how to execute a strategic plan themselves, then addressing a
strategic plan will not be as daunting.
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Courtney Keenan
Dr. Saunji Fyffe
Leadership in Nonprofit and Management
19 October 2016
Reflection 3
As the consultant of a nonprofit that is undergoing marketplace changes, some things I
would use to persuade the board members would be statistical research of the new marketplace,
hard numbers of how long members have been on the board and if they have changed positions
throughout their terms, and an in depth research of the nonprofits board of directors term limits
and process of electing board members.
Research of the marketplace changes will help me gather evidence proving that some
board members who are not immersed in this field anymore and are retired, may not be able to
relate to this new marketplace. The board will need to have new members with specific
backgrounds pertaining to the marketplace that can relate to it and give up to date advice and
input. While having retired, experienced members is great, a nonprofit facing a new marketplace
will need professionals with relatable expertise on the board to better prepare the board for the
changes that will occur.
Doing research of the marketplace will also allow me to better understand just how much
change the board of directors will need. I will be able to pinpoint specific positions that would be
better with a new member who has specific expertise or even a current member who would be
better in a different position. To narrow down who should go and stay on the board, it would be
decided through a series of questions. I dont think that everyone who has been there for 10+
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years should be removed from the board - the board still needs input from members who have
been working with the organization for a while.
By gaining information about the board of directors in regards to their term limits, it
would let me know if the organization has limits set or not. If they did not, this could be the root
of this boards problem. Finding the root of why this board has not had much turnover, it will help
the organization resolve any future turnover problems. By knowing how long people have been
on the board and in their positions, I will be able to address if the organization is breaching any
of their term limit rules if there are in place already. Overall, this information will help me know
if the organization has term limits or not for their board members. My recommendation is that
they organization needs term limits for their board members, if they do not already, in order to
have a health board.
Lastly, I would like to know the organizations process for electing board members so
that I can analyze it and give suggestions on ways to improve if needed. The election process
could also be where the root of the turnover problem for the board if the process of selecting
board members is stale. I also think it is important to know where they board looks when
recruiting new members. In order to gain a more diverse board, I believe that the organization
should consider looking outside of its organizations members and investigate key constituents
who are members of their new marketplace.
From learning about these few portions of the organization, I believe the board of
directors will gain more diverse members who will help the board move forward as the
marketplace changes occur.
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Courtney Keenan
Dr. Saunji Fyffe
Nonprofit Leadership and Management
2 November 2016
Reflection 4: Option 2
While I believe that all five suggestions from John Haydons blog would benefit Girls
Inc., however, there are three specific changes that will help them capture the attention of their
targeted, 18-28 year old, audience. By cleaning up their website, creating an enticing hook and
strengthening the content on their website, Girls Inc. will appeal to these specific donors.
One of the first things I noticed about Girls Inc.s website was that under their donate
tab, they have internships and volunteer options as well as donating and partnerships. If they
move some of their content around on their website, they will have less confusion and more
engagement. It will also look more inviting to I would not have internships and volunteering
under the donate tab but rather under their programs tab. Girls Inc. should also take a look at
their website on a cell phone. Doing this will give them a chance to analyze key points of how
they can improve not only just their website layout but also how their donation page.
My second recommendation is to rephrase their hook. The hook, in my opinion, is what
makes or breaks a donors decision to make a donation. On the Girls Inc.s website, the donate
tab it brings up a thank you video, which I would replace with an attention grabbing infographic of how a donors donation can impact the organization. After someone donates, the
thank you video should be presented. An info-graphic is a great opportunity for Girls Inc. to
break down what their suggested monetary donation is and also show the age demographics of
whom the organization is assisting so the donors can make a connection with whom they are
37 Final Portfolio
helping. If Girls Inc. rather use a video, I would suggest them to create a specific ask of the
donors and add a testimonial to give it a more human touch. Also, I would suggest them to make
the video short; long videos lose peoples attention quickly.
Thirdly, I would suggest for them to reconsider the content on their power of giving
page. The content on this page fits for a thank you page, which is where they could display
their thank you video. At first glance, I thought the power of giving page was to explain how
giving impacts the organization to urge people to donate, but there isnt even an accessible
donate button. So I think Girls Inc. needs to go back to the drawing board and decide what they
want this page to be exactly. The give with confidence page is a great idea but I feel like there
ask is weak. The content could even be combined with their regular donate page to make it all
on one page.
Altogether, I believe these suggestions will help Girls Inc. capture the attention of their
targeted audience and entice them to donate to the organization. Even though, most of my
suggestions are a matter of moving content around and rewording content, I believe that the
generation that they are targeting is a generation that wants information immediately and dont
want to have to dig to find out information.
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Courtney Keenan
Dr. Saunji Fyffe
16 November 2016
Reflection 5
Most people who work in nonprofit are motivated people who are striving to make the
world a better place. Because of this, a challenge some nonprofits may have in regards to
retaining their employees is not showing their employees how their work is impacting those who
theyre helping. In the article by Robert Kaplan, a manager is quoted explaining how the staff
likes when they feel like what theyre doing is worthwhile and that it relates to the big picture
that theyre working so hard to meet. If an organization does not make their employees feel like
what theyre doing is important, their employees will lose interest in the cause and ultimately
lose in their job.
Nonprofits can make their employees feel important by creating a balanced scorecard.
This scorecard includes all departments, not just the fundraising department, and it can overall
boost moral in the office when there are successes towards reaching a goal. The article states that
each employee can be seen as making an important contribution due to the scorecards. By
adding the scorecard to nonprofits that may struggle in terms of retaining staff, they could start to
make everyone feel a part of the team and feel like a key component to the organizations future
success.
The article continues by stating that nonprofits may have trouble retaining volunteers if
their facility is not well kept: a clean building, attractive landscape, and streets from which the
snow has been removed. A facility that looks like no one cares enough to keep it maintained
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will make volunteers think twice about their choice to volunteer with your nonprofit. As a
volunteer myself, I take note of my surroundings while in a facility. How a facility is kept
reflects poorly on the staff and organization as a whole.
To better retain volunteers, I have a few suggestions for the nonprofits that need to better
maintain their facility. If the nonprofit cannot afford to hire an outside company to help maintain
the facility, they could have volunteers help with yard work. Most volunteers are more than
welcome to help with what they ask of you, and if its a nice day and the outside grounds of the
facility could use some work, they may enjoy it. Another suggestion would be for the staff to
organize the inside of the facility themselves so that they know where things are in the facility
but also because they may take better care of it if it starts to get dirty since theyre the ones who
cleaned it.
Additionally, I think that the leaders of the nonprofit should discuss the protocol of how
the facility will be cleaned: by staff or by volunteers. This is important because then the
organization has a written and verbal understanding of the facilities maintenance protocol. For
example, they could designate one area to be done by volunteers, such as the yard work, and
have areas such as the office, be cleaned by the staff. Lastly, the organization should consider
encouraging the staff to clean up after themselves so that the volunteers can lead by their
example and do the same.

40 Final Portfolio
Courtney Keenan
Dr. Fyffe
23 November 2016
Class Assignment for Nov. 23
The results from the 2013 National Survey are thought provoking and informative to the
eye of a young nonprofit professional. Although the recommendations made for nonprofits and
government agencies are well thought, I have found some flaws and issues within them.
The recommendations overall lack offering steps that nonprofits can take to make the
process of applying for contracts and/or grants easier. Thus my first suggestion for nonprofits is
in regards to their staff. It would benefit the nonprofits application process if the staff that
submits the grants and contracts within the nonprofit familiarized themselves with the process of
the specific grant(s) and/or contract(s) that they regularly apply for. This will make the process
of applying for the regular grant(s) and/or contract(s) less tedious. They can compile this
information together and also reference it when applying for different grant(s) and/or contract(s).
The article suggests nonprofits to:
Systematically track staff time to enable accurate measurement of program costs and
allocation of administrative costs among programs and across the organization, and to
identify performance indicators and develop systems to collect data to assess
performance and measure outcomes.
If all nonprofits tracked this information, when it comes time to apply for grant(s) and/or
contract(s) they will be able to easily access the information they need and also know what
specific information the grant(s) and/or contract(s) need. If the nonprofit notices a common
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requirement in the application for the grant(s) and/or contract(s), they can add a new section to
their already existing references. By taking this advice, the application process for nonprofits
would be easer as time progresses.
Although the complexity grant and contract applications are an issue for some nonprofits,
I would not standardize them. If the application process for contracts and grants were
standardized, every nonprofit would be applying for them. I believe that the process of applying
for grant(s) and/or contract(s) in itself helps naturally weed out nonprofits that do not fit the
asked requirements or are worthy of the agreement. The application process for grant(s) and/or
contract(s) is supposed to be hard, in my opinion. So to make it better from the nonprofits point
of view, they should make more of an effort to educate themselves on the process and written
requirements of the grant(s) and/or contract(s).
Thirdly, I dont find that educating the public and elected officials on government
funding on grants and contract to be of utmost importance. While nonprofits gaining funds
through contracts and grants is critical, I think that nonprofits should be balanced in terms of
where they are getting their funding from. If they are not receiving grant(s) and/or contract(s),
they should look elsewhere such as sponsorships with businesses. I dont believe nonprofits
should make it their job to educate the public and elected officials on government grants and
contracts unless that is a part of their organizations mission. If a nonprofit is heavily relying on
grants and contracts for their funding, they need to go back to the drawing board and reevaluate
how they can financially support their efforts in a balanced manner.
To strengthen the nonprofit-government contracts and grants relationship, the suggestions
made in the article on the government side would make the process easier in the long run for
both parties. For example, the suggestion to Implement document vaults accessible across
42 Final Portfolio
government agencies so that commonly required paperwork, such as audits, proof of nonprofit
status, licenses, and other commonly required documents, can be provided once, updated at
specified intervals, and used by all agencies that require them. This wouldnt just benefit the
process for the government agencies but also for nonprofits because they would not have to
submit that information anymore.
Additionally, the article suggested that the following be done:
Adopting common definitions of frequently used terms and standard accounting budget
categories and push these changes down to the state and local levels by requiring states
that receive federal dollars to use the common definitions and simplified formats in their
reporting to federal agencies.
This step would benefit the nonprofits to hopefully make applying for contracts and grants
easier. Although it will give the agencies more work, these documents will answer any lingering
questions that the nonprofits may have and lessen the work for the government agencies in the
long run because then they can just refer nonprofits to these documents instead of creating
something new every time.
The process of applying for grants and contracts has been and may always be tedious,
however if both parties take the steps suggested in the article and the ones above, I believe that it
could get better. These changes will take time to complete, probably years, but overall if theyre
taken, the application process for grants and contracts will get better.
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Courtney Keenan
Dr. Saunji Fyffe
30 September 2016
Informational Interview - Final Paper
Entering the Cancer Support Community (CSC) headquarters, I was unaware of what to
expect when meeting with the Chief Executive Officer, Kim Thibodeaux. After meeting with
her, I was able to gain a better perspective of the nonprofit sector through the eyes of a CEO.
This interview helped me discover the pitfalls of the CSC and how they are addressed.
Furthermore, I gained knowledge about the leadership structure, the culture shifts within a
growing nonprofit and how they transition their new employees.
Ms. Thiboldeaux attended American University in Washington D.C., where she studied
Communications and minored in Spanish. She had dreamed of being a television journalist but
after graduation, she made an 180 degrees flip and became a paralegal where they created a
communication position for her. However, after a short period of time of being miserable, Ms.
Thiboldeaux eventually made her journey back to the nonprofit sector by working at the
Whitman-Walker Health Center before moving to the Wellness Community.
In 2000, Ms. Thiboldeaux joined The Wellness Community as President and CEO. Then
in 2009, The Wellness Community and Gildas Club teamed together to become the Cancer
Support Community. In the beginning of in 2009, Ms. Thiboldeaux explained that the
organization was smaller with only 12 local affiliates, at the time their main focus being direct
service. They were in survival mode during this time because they were trying to get their name
out as a new organization.
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Today, the CSC has 50 local affiliates with three main focuses in their organization. They
are a $50 million organization with about 500 employees. The mission statement of the CSC
states that theyre dedicated to ensuring that all people impacted by cancer are empowered by
knowledge, strengthened by action and sustained by community. The areas have grown to
direct service, research, and advocacy.
The concerns of the CSC, which Ms. Thiboldeaux stated, are fundraising and the health
care system. Through our class discussions and my personal experience with fundraising for
nonprofits I was interested as to how the CSC addressed this concern. Ms. Thiboldeaux
explained that the five main sources of their revenue are through corporate grants, private grants,
individual donations, events, and planned giving. Based on the finance records of the CSC from
2014, their top three sources are individual donations, corporate and foundation contributions,
and educational grants. In the article Revenue Diversification in Nonprofit Organizations: Does
it Lead to Financial Stability? Deborah Carroll and Keely Jones Stater conducted research that
affirmed that nonprofits could reduce their volatility if they diversify their revenue. Thus the
concern of fundraising for the CSC does not come from this aspect since they are diversified.
The CSC addresses fundraising lulls by looking at the data behind the numbers. For
example, if a certain fundraising campaign did not do well, they evaluate it and assess what went
wrong and how they can raise more money in the future. They also revamp their tactics so the
information does not get stale. Ms. Thiboldeaux said that everything the CSC does is evidencebased on the data they collect. I think that the CSCs structure of using evidence-based reasoning
before making changes is a part of their strategic plan to continuously evaluate their programs. In
the article, Ten Keys to Successful Strategic Planning for Nonprofit and Foundation Leaders by
Richard Mittenthal, the third key to having an inclusive approach. The CSC conducts
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measurable data in an inclusive approach so that they can only get better in every aspect.
Although I believe that fundraising may always be a concern for nonprofits, the CSCs approach
of always evaluating their programs is a piece of advice that I suggest all nonprofits should
follow as well.
The concern for health care that was expressed was one that I find interesting because I
had not thought that it would be an issue, mostly because as a class we rarely explored health
care nonprofits. Ms. Thiboldeaux stated that the health care system is continuously changing so
this not only affects the organization but also the cancer patients that they assist on a daily basis
through their programs. Since Donald Trump has been elected, I am sure now more than ever;
this has become a concern for the CSC due to the President-elect plans to end Obamacare, which
aids more than 11.3 million Americans. The American Cancer Society has research showing that
one out of every three Americans will get diagnosed with cancer in their lifetime. Thus, of those
millions of people under Obamacare, a third of them will be touched by cancer in their lifetime.
Cancer is a costly illness so insurance is needed for those diagnosed to lessen the burden of
bills. Although this is a concern, the CSC can only address it as new information about the
health care system comes out. Unfortunately, the changes made in the health care system are not
foreseen but the CSC has their Cancer Policy Institute, which advocates for the voices they
represent.
A common theme throughout this class is the importance of transparency for nonprofits.
The CSC, although a large national nonprofit, is very transparent to a prospective donors eye.
They have every 990 form, financial report and annual report dating back to 2008 presented on
their website for visitors to look at. Additionally, while speaking with Ms. Thiboldeaux she was
not only honest with her answers, but I could feel how much she cares and believes in the work
46 Final Portfolio
that CSC does. Even though she is the CEO of the nonprofit, she has her fingers on the pulse of
every aspect of the organization.
The second most popular topic in our class is the conversation about the leadership
structure. The CSC is an extensively structured nonprofit compared to the ones that have been
discussed in class that may have just a Board of Directors and an Advisory Board. The CSC has
a Board of Directors, Presidents Council, Honorary Board, Professional Advisory Board, and
Leadership Councils in addition to the staff at the headquarters. The Presidents Council and
Leadership Council are extensions of a nonprofit that I had not heard of before however, after
learning what they consist of, I admire their existence.
The Presidents Council of the CSC is similar to an advisory board because it is described
as wise counsel and generous support of individuals who have a personal connection or affinity
to our cause. The council consists of key professionals across the country that is committed to
spreading the mission of the CSC. Some of the members of the board have worked for the CSC,
Gildas Club, health care organizations and many other areas. Together these individuals are able
to give advice to the CSC based their experience to counsel the CSC with their decisions; so
because of this, I believe this council is essentially like an advisory board give or take a few
details.
The CSC defines members of their Leadership Council as:
Members are upwardly-mobile professionals in their 20s, 30s, and 40s who work in a
variety of fields, including television, film, marketing, advertising, public relations,
fashion, law, banking, finance, policy, publishing, education, and health.
The mission of the Leadership Council is to represent a new generation of leaders who are
advancing the cause of social and emotional support for people living with cancer, by raising
47 Final Portfolio
awareness and organizing philanthropic initiatives to benefit the Cancer Support Community.
Essentially, this is the younger group of the Presidential Council.
I respect the CSC for having this council specifically is because the board is filled with
people who have diverse careers but are passionate about the work that the CSC does and want
to support those in need by spreading awareness of the CSC.it also allows the CSC to gain a
different perspective on certain topics that they may not have thought of. This council is similar
to brand ambassadors of businesses who represent the business or in this regard, represent the
organization. I find this to be a smart move of the CSC because it humanizes and diversifies the
large organization by bringing people of different backgrounds and ages together to fight against
cancer.
These two boards balance each other out in my eyes because the Leadership Council has
a younger age group in comparison to the Presidential Council so the organization can gain
different views on topics. Additionally, the Leadership Council can have prospective Board of
Director members on it, and the Board of Director members who are exiting can join the
Presidential Council. With the many layers of leadership in the CSC, the rotation of board and
council members will be healthy. I believe that because of the various boards and councils, the
CSC has a better connection with their cause and whom theyre helping due to the vast array of
members they have in leadership positions who may also have a connection to cancer.
Something that Ms. Thiboldeaux is very passionate and proud of is how the CSC
measures their impact. This topic itself interests me because it is an important piece to evaluating
an organization to conduct a strategic plan and it is also fairly new in the nonprofit sector. She
explained that the organization conducts a high level of research through their Research and
Training Institute in Philadelphia, Cancer Policy Institute, market research surveys, peer-
48 Final Portfolio
reviewed data, and self-reported reviews. With these five avenues, the CSC is organized in a way
that allows them to only gain accurate knowledge in order to make the organization excel in the
future. Although not every nonprofit can be this fortunate to have access to these resources, they
can still conduct self-reported reviews and surveys themselves in order to gain useful
information to better the nonprofit. Additionally, they can run an analytics test through third
party websites, such as Hootsuite, for their social media platforms and their website to gain
information about their presence online.
The CSC stands out in comparison to other nonprofits due to their three leg structure,
leadership model, and their research; another way in which they stand out is because of their
training for new employees. Throughout our class, it was rare when we discussed the training
process for a nonprofit organization so when I talked about this aspect with Ms. Thiboldeaux, I
was intrigued by how thorough it is. The CSC makes every new employee go through a
weeklong training at a formal training center. During this week they visit the local affiliate
offices, meet senior staff, learn about the fundraising aspects of the organization, and the overall
operations of the nonprofit. This is a process that I find to be beneficial, not only for the new
employee but also for the organization, because this makes sure that every employee knows the
ins and outs of the nonprofit; they too are like ambassadors outside of the office. This also aids in
making sure there isnt any miscommunication about complex topics such as the leadership
model and the fundraising.
From the above information that I have gathered and witnessed in the office of the CSC, I
observed an atmosphere that is well organized, which is understandably not for every
personality. Ms. Thiboldeaux explained how in the beginning people did not know who they, the
CSC, were thus it constantly felt like they were in survival mode, so I imagine the atmosphere
49 Final Portfolio
was tense. Today, the office culture is stuffy, for lack of a better term and felt more like a
business than a nonprofit; however, I believe that for the size of this nonprofit that feeling of
being more business-centric is appropriate. If the CSC was unorganized and did not have a
proper leadership structure, it would not have survived this long in my opinion thus why a strong
foundation is crucial.
My overall experience meeting Ms. Thiboldeaux and learning more about the CSC has
opened my eyes to how larger nonprofits are run. I gained knowledge about different councils
and boards nonprofits can have as well as how their employees are trained. I believe the most
important points I learned from this experience is how a large nonprofit uses research to face the
issues of fundraising while also using it to prepare them for the decisions that are made in the
health care system. All in all, this experience has further solidified my passion for wanting to
work in the nonprofit sector one day and taught me how my transferable skills can help create a
better tomorrow for the nonprofit that I will work in, in the future.
50 Final Portfolio
ACADEMIC COURSE SYLLABUS

FT16-3913: Nonprofit Leadership and Management

Instructor: Saunji D. Fyffe, Ph.D.
Email: sfyffe@verizon.net
Office Hours: Thirty minutes before class and by appointment
Course Meeting Time: Wednesdays, 6:30 9:30 p.m.
Course Description
In the United States, about one in ten workers is employed in the nonprofit sector. The number of
registered nonprofit organizations has grown by nearly 25% over the last decade, with the
number of jobs increasing even during the recent recession. The rapid proliferation of nonprofits
and the approaching retirement of baby boomers is expected to create abundant career
opportunities in nonprofits, from large hospitals and universities to arts organizations,
environmental groups and community-based human service agencies. In this course, students
gain an overview of the history, size, scope, and functions of the nonprofit sector; explore key
issues, trends and challenges such as government-nonprofit relations and board governance; and
learn the distinction between leadership and management. Guest speakers include some of the
most successful organization leaders in Washington.
Course Goals
The course will provide an overview of the nonprofit sector and will introduce students to key concepts in
nonprofit leadership and management. Students will complete units on legal and ethical issues, nonprofit
governance, strategic planning and evaluation, finance and resource development, foundations, and
current issues in nonprofit leadership.
Instructor
Dr. Fyffe brings to the course more than 25 years experience in the nonprofit sector. Currently
Dr. Fyffe is a researcher at the Urban Institutes Center on Nonprofits and Philanthropy where
she works on a number of projects with specific emphasis on strengthening the capacity of
nonprofit organizations to deliver effective and high quality programs and services. Much of Dr.
Fyffes work involves projects aimed to help nonprofit organizations measure and manage their
performance and includes projects that examine nonprofit-government relationships,
collaborations, and networks.
Prior to joining the Urban Institute, Dr. Fyffe was a seasoned organization development and
human resources leader at several nonprofit trade associations. In this capacity her work involved
developing leadership and management development programs; consulting with senior
leadership and management on strategic planning and budgeting activities; and advising senior
management teams on process improvement efforts.
51 Final Portfolio

Student Learning Outcomes Objectives
By the end of the course, students will demonstrate competency in the following areas:
Knowledge
demonstrate an understanding of the history, structure, size, scope and context of the
nonprofit sector in the United States.
demonstrate familiarity with key issues in the leadership and management of nonprofit
organizations, and with a variety of resources available to nonprofit leaders.
Skills
be able to analyze leadership and management issues by investigating one nonprofit

organization in depth, and demonstrate these skills in a final presentation.
demonstrate cooperative learning skills applicable to future employment in nonprofit and
other organizations.
in groups, manage hypothetical organizations by preparing a variety of 1-2 page documents
including mission statements, goals and objectives, case statements, fund raising plans and grant
proposal summaries.
Civic Learning
demonstrate familiarity with issues included in the codes of ethics of major nonprofit sector
infrastructure organizations.
demonstrate a basic understanding of key legal concepts governing nonprofit organizations.
Required Readings
See the required readings listed in the Class Schedule, below.
Course Requirements
Grade Calculation
Responses to reflection questions (5) and presentation of one
nonprofit sector current event
20%
Interview and Reaction Paper
25%
Final presentation
25%
Group projects (4)
20%
Participation in class discussions, exercises and activities
10%
TOTAL
100%
Reflection Questions
Reflection questions are designed to strengthen knowledge, promote critical thinking and connect
issues presented in reading assignments to the actual work of nonprofit organizations and the
52 Final Portfolio
communities they serve. Questions will be distributed a week before the reflection question will
be discussed in class. Students are expected to prepare a thoughtful response to each question or
pair of questions, and to bring a hard (paper) copy of their responses to class the following week.
These are due in class, in hard copy, on the same day the topic will be discussed.
Nonprofit Current Events
Students will sign up to give two short presentations on a current event or issue involving
nonprofit management and leadership. The presentation should be based on an article from
newspapers, print/online journals, nonprofit organizations or nonprofit related websites (e.g.,
Nonprofit Quarterly, Urban Institute, ARNOVA, Nonprofit Times, Chronicle of Philanthropy,
Independent Sector, etc.) Presentations will be 10 minutes and summarize the article and
describe how it relates to class readings and discussions.
Interview and Reaction Paper (Due December 5, 2016)
Identify a leader and/or manager in a nonprofit organization to interview. Select a topic based on
reading assignments and class discussions. Develop interview questions around several themes
related to your selected topic. Write a 8-10 page paper that (1) shares the insights you gained
about the practices and concerns of the nonprofit leader; and (2) reflects how the issues discussed
are treated in the literature (primarily our text and articles but additional research is
recommended). I will be looking for
1. Your ability to capture information in a succinct and cogent manner as if you were developing a
brief to others based on the interview.
2. Your ability to incorporate and discuss material from a variety of sources, including your
assigned readings, class discussions, your internship experience, lecture notes, and other literature
materials.
Final Presentation on Interview and Reaction Paper

The final presentation will give each student an opportunity to present their interview and reaction paper
to the class. The presentation should provide an overview of the organization; a description of the
individual(s) interviewed; summary of the primary issues facing the organization; how each issue
discussed relate to class discussions and reading assignments. Students are expected to prepare a Power
Point presentation and present between 15-20 minutes.
Group Projects
Students will complete a total of four in-class group projects. Assignments will be explained during class.
Students will work in groups to complete the assignment and present their work to the class.
Attendance Policy
Your presence in class is a necessary condition for the fullest realization of the educational objectives of
this course, and class attendance is required. This class also meets only once a week. There will be no
penalty for one absence, but for each subsequent absence there may be a five point reduction from the
final course grade. Excessively late arrivals to or early departures from class will be reflected in the
attendance record for the class.
Attendance includes students mental as well as physical presence. Cell phones should be stowed in
pockets or bags; laptops and tablets may be used for class-related purposes only.
53 Final Portfolio
Disclaimer
Readings, assignments and due dates may be subject to change over the course of the semester. Your
professor will advise you of any changes and present them to you in writing.
Class Schedule
Note: please bring copies of the articles or other assigned readings to class each week,
preferably in hard copy.
Class 1: August 31
Topic: Introduction to nonprofit leadership and management
Syllabus Review
Discussion: Overview of the nonprofit sector
o What are nonprofit organizations?
o What do they do?
o Why do we need them?
Readings:
o Nonprofit Finance Fund (NFF) 2015 State of the Nonprofit Sector Survey Results
http://www.nonprofitfinancefund.org/sites/default/files/docs/2015/2015survey_natl_summ
ary.pdf
o National Council of Nonprofits What is a Nonprofit?
https://www.councilofnonprofits.org/what-is-a-nonprofit
Current Events: Circulate sign-up sheet to students
Class 2: September 07
Topic: Size, scope and context of the nonprofit sector
Reading assignment:
Brice S. McKeever, The Nonprofit Sector in Brief 2015, The Urban Institute,
http://www.urban.org/UploadedPDF/413277-Nonprofit-Sector-in-Brief2015.pdf.
Lester M. Salamon. The Four Impulses of Nonprofits and What They Each Create, in The
Nonprofit Quarterly, https://nonprofitquarterly.org/2015/10/12/the-four-impulses-of- nonprofitorganizations-and-what-they-each-create/
National Center for Charitable Statistics-Frequently Asked Questions at http://nccs.urban.org/faq/
How to Start a Nonprofit at http://www.councilofnonprofits.org/?q=howtostartanonprofit
Are there too Many Nonprofits? https://boardsource.wordpress.com/2010/05/18/are-there-toomany-nonprofit-organizations/
Ten Questions You Must Consider Before Starting a Nonprofit https://www.501c3.org/wpcontent/uploads/10-Questions-You-Must-Consider-Before-Starting-A-Nonprofit.pdf
Guest Speaker: Brice McKeever, Ph.D., The Urban Institute

Current Events: [list names of students that signed up to present]
54 Final Portfolio

Topic: Overview of Nonprofit Leadership and Management
Reading assignment:
Barry Z. Posner , (2015),"An investigation into the leadership practices of volunteer leaders",
Leadership & Organization Development Journal, Vol. 36 Iss 7 pp. 885 - 898
Austin M, Regan K, Samples M, Schwartz S, Carnochan S. Building Managerial and
Organizational Capacity in Nonprofit Human Service Organizations Through a Leadership
Development Program. Administration In Social Work [serial online]. June 2011;35(3):258-281.
Available from: CINAHL with Full Text, Ipswich, MA.
Hiland M. 2008. The Board Chair-Executive Director Relationship: Dynamics that Create Value.
Journal for Nonprofit Management
Jaskyte K. Transformational leadership, organizational culture, and innovativeness in nonprofit
organizations. Nonprofit Management & Leadership [serial online]. Winter2004 2004;15(2):153168. Available from: Business Source Complete, Ipswich, MA.
Toor S, Ofori G. Leadership versus Management: How They Are Different, and Why. Leadership
& Management In Engineering [serial online]. April 2008;8(2):61-71. Available from: Business
Source Complete, Ipswich, MA.
Nonprofit Quarterly An Executive Directors Guide to Financial Leadership
https://nonprofitquarterly.org/2011/12/25/an-executive-directors-guide-to-financial-leadership/

Reflection Question Discussion#1
*Provide guidance on Reaction Paper and Final Presentation
Topic: Strategic Planning
Reading Assignment:
Clark W. Introducing Strategic Thinking into a Non-profit Organization to Develop Alternative

Income Streams. Journal Of Practical Consulting [serial online]. Fall2012 2012;4(1):32-42.
Available from: Business Source Complete, Ipswich, MA. Accessed August 11, 2016.
Gothard S, Austin M. Leadership Succession Planning: Implications for Nonprofit Human
Service Organizations. Administration In Social Work [serial online]. June 2013;37(3):272-285.
Available from: CINAHL with Full Text, Ipswich, MA. Accessed August 11, 2016.
Council on Nonprofits Strategic Planning for Nonprofits:
https://www.councilofnonprofits.org/tools-resources/strategic-planning-nonprofits
Ten Keys to Successful Strategic Planning for Nonprofit and Foundation Leaders
http://www.tccgrp.com/pdfs/per_brief_tenkeys.pdf
Group Project #1: Strategic Planning

Topic: Legal and ethical issues in nonprofit leadership
Reading assignment:
55 Final Portfolio
Thomas Silk. The Legal Framework of the Nonprofit Sector in the United States, in The
Jossey-Bass Handbook of Nonprofit Leadership and Management, Robert D. Herman and
Associates, Eds., Second Edition. San Francisco: Jossey-Bass, 2005, pp. 63-80.
http://www.twc.edu/sites/default/files/assets/Thomas-Silk.pdf
Independent Sector, Principles for Good Governance and Ethical Practice, rev. 2015.
https://www.independentsector.org/principles_2015_executive_summary
Association of Professional Researchers for Advancement (APRA) Statement of Ethics,
http://www.aprahome.org/p/cm/ld/fid=110.
Rhode, D.L., & Packel, A.K. (2009). Ethics and nonprofits. Stanford Social Innovation
Review, 7(3), 28-35.
http://www.leadingage.org/uploadedFiles/Content/Tools/Toolkits/Ethics/Ethics_and_Nonpr
ofits.pdf
Rosa, L.A. and Zikmund, P. 2009. Nonprofits Not Immune. Pennsylvania CPA Journal,
80(3).
Group Project #2: Ethical Dilemmas

Reflection Question Discussion #2
Class 6: October 5 Cancelled

Class 7: October 12
Topic: Nonprofit Governance
Jaskyte K. Boards of Directors and Innovation in Nonprofit Organizations. Nonprofit Management

And Leadership [serial online]. Summer 2012;22 (4):439-459. Available from: EconLit with Full
Text, Ipswich, MA.
Zimmermann J, Stevens B. Best practices in board governance: Evidence from South Carolina.
Nonprofit Management & Leadership [serial online]. Winter2008 2008;19(2):189-202. Available
from: Business Source Complete, Ipswich, MA.
Hodge M, Piccolo R. NONPROFIT BOARD EFFECTIVENESS, PRIVATE PHILANTHROPY,
AND FINANCIAL VULNERABILITY. Public Administration Quarterly [serial online].
Winter2011 2011;35(4):520-550. Available from: Business Source Complete, Ipswich, MA.
Brown, William. Power on Nonprofit Boards: Considering the Influence of the Board Chair.
Class 8: October 19
Topic: Executive leadership
Reading assignment:
Carman, J., Leland, S., & Wilson, A. (2010). Crisis in leadership or failure to plan? Nonprofit
Management and Leadership, 21, 93-111.
Hoefer, R., Watson, L., & Preble, K. (2013). A Mixed Methods Examination of Nonprofit Board
Chair Preferences in Hiring Executive Directors. Administration In Social Work, 37(5), 437-446.
doi:10.1080/03643107.2012.744707
Smith S. Coping with Disaster: Lessons Learned From Executive Directors of Nonprofit
Organizations (NPOs) in New Orleans Following Hurricane Katrina. Administration In Social
56 Final Portfolio
Work [serial online]. September 2012;36(4):359-389. Available from: SocINDEX with Full Text,
Ipswich, MA. Accessed August 11, 2016.

Guest Speaker: Marlon Murphy

Class 9: October 26 Topic: Fundraising
Reading assignment:
Saunji Fyffe The New Philanthropy Movement Raises New Questions

http://www.independentsector.org/the_new_philanthropy_movement_raises_new_questionsHager
M. Current practices in allocation of fundraising expenditures. New Directions For Philanthropic
Fundraising [serial online]. Fall2003 2003;2003(41):39-52.
Lester Salamon, Leverage for Good: The New World of Social-Purpose Finance
http://www.independentsector.org/focus_areas/nonprofit_capital/leverage_for_good
Lu J. Which Nonprofit Gets More Government Funding?. Nonprofit Management & Leadership
[serial online]. Spring2015 2015;25(3):297-312. Available from: Business Source Complete,
Ipswich, MA.
Tysiac K. Getting creative in fundraising. Journal Of Accountancy [serial online]. July
2016;222(1):34-40. Available from: Business Source Complete, Ipswich, MA.
Frumkin, Peter: Inside Venture Philanthropy

Matthew Bishop and Michael Green: Philanthrocapitalism Rising
Class 10: November 2

Topics: Nonprofit accounting and finance
Reading assignment:
Carroll D, Stater K. Revenue Diversification in Nonprofit Organizations: Does it Lead to

Financial Stability?. Journal Of Public Administration Research & Theory [serial online].
October 2009;19(4):947-966. Available from: Business Source Complete, Ipswich, MA.
Accessed August 11, 2016.
Moncada S. ACCOUNTING AND FINANCIAL ISSUES: A COMPARISON OF NONPROFIT
EXECUTIVE DIRECTORS' AND BOARD MEMBERS' PERCEPTIONS. Journal Of Accounting
& Finance Research [serial online]. August 2005;13(3):143-152.
Qian H, Naim K. Can Management Practices Make a Difference? Nonprofit Organization
Financial Performance during Times of Economic Stress. European Journal Of Economic &
Political Studies [serial online]. Summer2015 2015;8(1):1-18.
Kate Barr: How Board Members Can Learn to Spot Red Flags
Alex McCray and Philip Rosenbloom: The Importance of Financial Leadership

Reflection Question Discussion #4
57 Final Portfolio

Topics: Human Resources in the Nonprofit Sector
Reading assignment:
Froelich, K., McKee, G., & Rathge, R. (2011). Succession Planning in Nonprofit
Organizations. Nonprofit Management and Leadership, 22, 3-20.
Grasse N, Davis T, Ihrke D. Understanding the Compensation of Nonprofit Executive Directors:
Examining the Influence of Performance and Organizational Characteristics. Nonprofit
Management And Leadership [serial online]. Spring 2014;24(3):377-398.
Independent Sector The Value of Volunteer Time
https://www.independentsector.org/volunteer_time
Jamison, Irma, B. (2003).Turnover and Retention among Volunteers in Human Service Agencies
Review of Public Personnel Administration, vol. 23, 2: pp. 114-132
Hager M, Brudney J. Problems recruiting volunteers: Nature versus nurture. Nonprofit Management
& Leadership [serial online]. Winter2011 2011;22(2):137-157.
Schepers et al.: How are Employees in the Nonprofit Sector Motivated?

Group Project #3: Managing paid and volunteer staff
Guest Speaker: Lynn OConnell, Executive Director Computer CORE

Topic: Accountability and Effectiveness
Reading assignment:
Tatian, Peter. 2016. Performance Measurement to Evaluation. Washington, DC: Urban

Institute. http://www.urban.org/sites/default/files/alfresco/publication-pdfs/2000555Performance-Measurement-to-Evaluation-March-2016-Update.pdf
Fyffe, Saunji, Teresa Derrick-Mills, and Mary Winkler. 2016. The Tangled Web of NonprofitGovernment Relationships in Nonprofits and Government (3rd ed.), edited by C. Eugene Steuerle
and Elizabeth T. Boris. Lanham, MD: Rowman & Littlefield.
Kaplan, Robert S. 2001. Strategic Performance Measurement and Management in Nonprofit
Organizations. Nonprofit Management & Leadership 11, no. 3: 353369.
Schambra, William, Charity Navigator 3.0: The Empirical Empires Death Star? The
Nonprofit Quarterly, April 2013, https://nonprofitquarterly.org/philanthropy/22082-charitynavigator-3-0-the-empirical-empire-s-death-star.html.
Berger, Ken, Debating the Realities of Ranking Charities, The Nonprofit Quarterly, April
2013, https://nonprofitquarterly.org/philanthropy/22083-debating-the-realities-of-rankingcharities.html.

Guest Speakers: John Bowman, American Association for Justice and Greg Jefferson, AFL-CIO

Topic: Collaborations and Partnerships
Reading assignment:
Pettijohn, S., E. Boris, C. De Vita, and S. Fyffe. 2013. Nonprofit-Government Contracts and
58 Final Portfolio
Grants: Findings from the 2013 National Survey. Washington, DC: The Urban Institute.
Easterling, Douglas (2013) "Getting to Collective Impact: How Funders Can Contribute Over the
Life Course of the Work," The Foundation Review: Vol. 5: Iss. 2, Article 7. DOI:
10.4087/FOUNDATIONREVIEW-D-13-00002.1Available at:
http://scholarworks.gvsu.edu/tfr/vol5/iss2/7
Kania, J. & Mark Kramer. Collective Impact. Stanford Social Innovation Review. Winter 2011.
Available from: http://www.ssireview.org/articles/entry/collective_impact

*Final presentations
*Interview and Reaction Papers Due
Class 15: December 07
*Final presentations
TWC Course Policies

For a detailed list of all TWC policies, please refer to your student handbook.
Professionalism
We strongly encourage students to be professional at all times.
Equal Opportunity/Affirmative Action

The Washington Center actively subscribes to a policy of equal opportunity in education.
Class Cancellation
Students are expected to attend every class period as scheduled unless there is an unavoidable
circumstance or illness. Classes do not meet on federal holidays; however, your professor may elect to
reschedule the class for another evening to make-up time and work.
Verbal, Sexual, Ethnic/Racial Harassment

The Washington Center does not tolerate harassment of any nature. Verbal, sexual, ethnic and or racial
harassment in any way of its students, staff, and faculty are prohibited. The Washington Center advises
students to notify their Program Advisor if they believe they may have been exposed to sexual or verbal
harassment.
Disability Services
If you are a student who is defined under the American with Disabilities Act and requires assistance or
support services, please inform The Washington Center's disability coordinator, by emailing
disabilityservices@twc.edu. The coordinator will organize such services as note takers, readers, sign
language interpreters, etc. If you need course adaptations or accommodations because of a disability, if
you have emergency medical information to share, or if you need special arrangements in case the
building must be evacuated, please make an appointment to speak with disability services upon arrival.
59 Final Portfolio
Disability services information is available on online at www.twc.edu/disability_services.html.

Academic Misconduct
Academic misconduct includes, but is not limited to the acts listed here. For a full statement of the
policy of TWC on academic misconduct, please refer to the TWC Academic Course Handbook. The
Washington Center reserves the right to impose penalties and sanctions for any incident of academic
misconduct up to and including failure for the course and expulsion from the program.
1. Plagiarism. Plagiarism is a form of academic misconduct and is considered academic fraud. It
is an attempt to receive a grade or other credit that would not be granted if the instructor or
others knew the full truth about the work you submitted. Plagiarism occurs when someone
copies or takes the intellectual work of another as ones own, and fails to properly reference or
provide proper and fully adequate attribution to the original author of the work. Plagiarism may
be either intentional or unintentional. Plagiarism may also take the form of self-plagiarism in
the event of trying to submit work done for another course or program for credit without the
express permission of instructor.
2. Cheating. The use of notes or books when prohibited, and the assistance of another student
while completing a quiz or an exam, or the providing of information to another individual for
this purpose, unless such collaboration is approved by the course instructor.
3. Falsification. The improper alteration of any record, document or evaluation.
4. Obstruction. Behaving in a disruptive manner or participating in activities that interfere with
the educational mission of The Washington Center at lectures, courses, meetings or other
sponsored events.
5. Absenteeism. The chronic failure to attend program components (including internship,
internship courses, or other scheduled activities) without a valid reason or prior notification.
Missing two or more classes might result in a lower grade evaluation for the course. Also, in
such cases your instructor will notify the courses coordinator, who will notify your program
advisor and possibly your campus liaison.
6. Disruptive Behavior. Any behavior, whether active or passive, that interferes with the
environment of teaching and learning or tone of professionalism as established by the
instructor.
7. Complicity in any act of academic misconduct by another person.
Student Grievances
If students have a problem with their instructor, the course material, class format, or other
aspects of the course, they should speak to the instructor first. If that is not possible or they
choose otherwise, students should speak with the course coordinator who will arrange a
conference in consultation with the director of academic affairs. If students wish to make a
formal complaint, they must submit it in writing to the courses coordinator at
courses@twc.edu. The courses coordinator will relay it to the director of academic affairs,
who will investigate the situation, consult the relevant parties and inform the student of the
progress of the investigation in order to come to a resolution of the situation.

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THE

NATIONAL LESBIAN & GAY JOURNALIST ASSOCIATION

INFORMATIONAL INTERVIEW REFLECTION I

INFORMATIONAL INTERVIEW REFLECTION II

CIVIC ENGAGEMENT PROJECT REFLECTION

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INTERNS MIDTERM SELF-ASSESSMENT FORM

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Graphics for 2016 National Convention & Media Summit Cont.

LGBT History Month Profile

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Member Monday Logo Social Media Campaign

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ACADEMIC COURSE SYLLABUS

FT16-3913: Nonprofit Leadership and Management

be able to analyze leadership and management issues by investigating one nonprofit

See the required readings listed in the Class Schedule, below.

Interview and Reaction Paper

Group projects (4)

Participation in class discussions, exercises and activities

Final Presentation on Interview and Reaction Paper

Current Events: Circulate sign-up sheet to students

Guest Speaker: Brice McKeever, Ph.D., The Urban Institute

Current Events: [list names of students that signed up to present]

Clark W. Introducing Strategic Thinking into a Non-profit Organization to Develop Alternative

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Group Project #1: Strategic Planning

Group Project #2: Ethical Dilemmas

Class 6: October 5 Cancelled

Jaskyte K. Boards of Directors and Innovation in Nonprofit Organizations. Nonprofit Management

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Reflection Question Discussion#3

Saunji Fyffe The New Philanthropy Movement Raises New Questions

Frumkin, Peter: Inside Venture Philanthropy

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Class 10: November 2

Carroll D, Stater K. Revenue Diversification in Nonprofit Organizations: Does it Lead to

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Class 11: November 09

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Class 12: November 16

Tatian, Peter. 2016. Performance Measurement to Evaluation. Washington, DC: Urban

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Class 13: November 23

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Class 14: November 30

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