The 508(c)(1)(a) New Millennium Faith-Based Initiative

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Turning the Improbable
Into the Exceptional!
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The Advocacy Foundation, Inc.
Helping Individuals, Organizations & Communities
Achieve Their Full Potential
Since its founding in 2003, The Advocacy Foundation has become recognized as an effective
provider of support to those who receive our services, having real impact within the communities
we serve. We are currently engaged in community and faith-based collaborative initiatives,
having the overall objective of eradicating all forms of youth violence and correcting injustices
everywhere. In carrying-out these initiatives, we have adopted the evidence-based strategic
framework developed and implemented by the Office of Juvenile Justice & Delinquency
Prevention (OJJDP).
The stated objectives are:
1. Community Mobilization;
2. Social Intervention;
3. Provision of Opportunities;
4. Organizational Change and Development;
5. Suppression [of illegal activities].
Moreover, it is our most fundamental belief that in order to be effective, prevention and
intervention strategies must be Community Specific, Culturally Relevant, Evidence-Based, and
Collaborative. The Violence Prevention and Intervention programming we employ in
implementing this community-enhancing framework include the programs further described
throughout our publications, programs and special projects both domestically and
internationally.
www.TheAdvocacy.Foundation
ISBN: ......... ../2017
......... Printed in the USA
Advocacy Foundation Publishers
Philadelphia, PA
(878) 222-0450 | Voice | Data | SMS
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Dedication
______
Every publication in our many series’ is dedicated to everyone, absolutely everyone, who by
virtue of their calling and by Divine inspiration, direction and guidance, is on the battlefield dayafter-day
striving to follow God’s will and purpose for their lives. And this is with particular affinity
for those Spiritual warriors who are being transformed into excellence through daily academic,
professional, familial, and other challenges.
We pray that you will bear in mind:
Matthew 19:26 (NLT)
Jesus looked at them intently and said, “Humanly speaking, it is impossible.
But with God everything is possible.” (Emphasis added)
To all of us who daily look past our circumstances, and naysayers, to what the Lord says we will
accomplish:
Blessings!!
- The Advocacy Foundation, Inc.
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The Transformative Justice Project
Eradicating Juvenile Delinquency Requires a Multi-Disciplinary Approach
The Juvenile Justice system is incredibly overloaded, and Solutions-Based programs
are woefully underfunded. Our precious children, therefore, particularly young people of
color, often get the “swift” version of justice whenever they come into contact with the
law.
The way we accomplish all this is as follows:
Decisions to build prison facilities are often based
on elementary school test results, and our country
incarcerates more of its young than any other
nation on earth. So we at The Foundation labor to
pull our young people out of the “school to prison”
pipeline, and we then coordinate the efforts of the
legal, psychological, governmental and
educational professionals needed to bring an end
to delinquency.
We also educate families, police, local businesses,
elected officials, clergy, and schools and other
stakeholders about transforming whole
communities, and we labor to change their thinking
about the causes of delinquency with the goal of
helping them embrace the idea of restoration for
the young people in our care who demonstrate
repentance for their mistakes..
1. We vigorously advocate for charges reductions, wherever possible, in the
adjudicatory (court) process, with the ultimate goal of expungement or pardon, in
order to maximize the chances for our clients to graduate high school and
progress into college, military service or the workforce without the stigma of a
criminal record;
2. We then enroll each young person into an Evidence-Based, Data-Driven
Restorative Justice program designed to facilitate their rehabilitation and
subsequent reintegration back into the community;
3. While those projects are operating, we conduct a wide variety of ComeUnity-
ReEngineering seminars and workshops on topics ranging from Juvenile Justice
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to Parental Rights, to Domestic issues to Police friendly interactions, to mental
health intervention, to CBO and FBO accountability and compliance;
4. Throughout the process, we encourage and maintain frequent personal contact
between all parties;
5 Throughout the process we conduct a continuum of events and fundraisers
designed to facilitate collaboration among professionals and community
stakeholders; and finally
6. 1 We disseminate Quarterly publications, like our e-Advocate series Newsletter
and our e-Advocate Quarterly electronic Magazine to all regular donors in order
to facilitate a lifelong learning process on the ever-evolving developments in the
Justice system.
And in addition to the help we provide for our young clients and their families, we also
facilitate Community Engagement through the Restorative Justice process,
thereby balancing the interests of local businesses, schools, clergy, social assistance
organizations, elected officials, law enforcement entities, and all interested
stakeholders. Through these efforts, relationships are rebuilt & strengthened, local
businesses and communities are enhanced & protected from victimization, young
careers are developed, and our precious young people are kept out of the prison
pipeline.
Additionally, we develop Transformative “Void Resistance” (TVR) initiatives to alleviate
concerns of our successes resulting in economic hardship for those employed by the
penal system.
TVR is an innovative-comprehensive process that works in conjunction with our
Transformative Justice initiatives to transition the original use and purpose of current
systems into positive social impact operations, which systematically retrains current
staff, renovates facilities, creates new employment opportunities, increases salaries and
is data proven to enhance employee’s mental wellbeing and overall quality of life – an
exponential Transformative Social Impact benefit for ALL community stakeholders.
This is a massive undertaking, and we need all the help and financial support you can
give! We plan to help 75 young persons per quarter-year (aggregating to a total of 250
1
In addition to supporting our world-class programming and support services, all regular donors receive our Quarterly e-Newsletter
(The e-Advocate), as well as The e-Advocate Quarterly Magazine.
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per year) in each jurisdiction we serve) at an average cost of under $2,500 per client,
per year. *
Thank you in advance for your support!
* FYI:
1. The national average cost to taxpayers for minimum-security youth incarceration,
is around $43,000.00 per child, per year.
2. The average annual cost to taxpayers for maximum-security youth incarceration
is well over $148,000.00 per child, per year.
- (US News and World Report, December 9, 2014);
3. In every jurisdiction in the nation, the Plea Bargain rate is above 99%.
The Judicial system engages in a tri-partite balancing task in every single one of these
matters, seeking to balance Rehabilitative Justice with Community Protection and
Judicial Economy, and, although the practitioners work very hard to achieve positive
outcomes, the scales are nowhere near balanced where people of color are involved.
We must reverse this trend, which is right now working very much against the best
interests of our young.
Our young people do not belong behind bars.
- Jack Johnson
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Advocacy Foundation Ministries, Inc.
A 508(c)(1)(a) Compliant Faith-Based Organization
The 508(c)(1)(a)
New Millennium Faith-Based Initiative
“Turning the Improbable Into the Exceptional”
Atlanta
Philadelphia
______
Dea. John C. Johnson III, JD
Founding Partner & CEO
Rev. Mark L. Merrill
Partner - Northeast Regional Director
(878) 222-0450
Voice | Data | SMS
www.Advocacy.Foundation
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Biblical Authority
______
Matthew 3:2 (ESV)
2
“Repent, for the kingdom of heaven is at hand.”
Matthew 4:17
17
From that time Jesus began to preach, saying, “Repent, for the kingdom
of heaven is at hand.”
Mark 1:15
15
and saying, “The time is fulfilled, and the kingdom of God is at
hand; [a] repent and believe in the gospel.”
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Table of Contents
The 508(c)(1)(a)
New Millennium Church Initiative
Biblical Authority
I. INTRODUCTION: The 508(c)(1)(a) Faith-Based Organization…..…….. 19
II.
PLANNING
Strategic Planning …………………………………………………………..... 25
Evidence-Based Programming ……………………………………………… 26
Data-Driven Resource Allocation …………………………………………… 29
III.
SUSTAINABILITY & COMPLIANCE
Economic Emancipation & Fundraising ………………………………….... 31
- UBIT Initiatives
Best Practices and Accountability ………………………………………….. 32
Compliance ………………………………………………………………....... 33
IV.
CRITICAL THINKING for TRANSFORMATIVE SOCIAL IMPACT
Paradigm Shifting & Change Management ……………………………….. 37
Inner-City Strategic Revitalization Planning……………………………...... 41
________
Attachments
A. Why All Churches Should Be A 508(c)(1)(a)
B. Quick Short-Term Impact Analysis
C. 508(c)(1)(a) Orientation & Workshop Budget
Copyright © 2003-2019 The Advocacy Foundation, Inc. All Rights Reserved.
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I. Introduction
The 508(c)(1)(a) New Millennium
Faith-Based Organization
________
The 508(c)(1)(a) Faith Based Organization (FBO) is a religious, nonprofit, tax exempt
organization. The 508(c)(1)(a) FBO is separate and distinct from a 501(c)(3) charity and
unincorporated FBO’s. An unincorporated FBO by definition is a First Amendment
Church/Organization.
The 508(c)(1)(a) is recognized by the Federal Government, by all 50 states and
recognized internationally under the Hague Convention of the United Nations Charter.
Since its inception in 1954 with the Johnson Amendment, the 501(c)(3) has been
promoted and advertised by many as the only option to organizing a FBO. This is
incorrect. Federal law, IRS publications, and court cases all confirm and establish the
rights and protection of the 508(c)(1)(a) FBO.
The 508(c)(1)(a) FBO enjoys a “mandatory exemption” from all the restrictions a
501(c)(3) FBO has including free speech restrictions, IRS reporting requirements,
rules and regulations that the IRS may from time to time prescribe and providing
testimony under oath. With that being said, a 508(c)(1)(a) is a registered state entity
just as a 501(c)(3) is a State and Federal sanctioned entity. Keep this in mind as we
proceed further in this document. A 508(c)(1)(a) is a 501(c)(3) with special
exemptions:
A 508(c)(1)(a) Faith Based Organization is a not-for-profit in the same context as a
501(c)(3). The general context of operation for this form of organization is as follows:
1. The 508(c)(1)(a) is registered at the state level only. It is exempt from all Federal
filing requirements of the 501(c)(3), including tax returns for the church itself. This
is United States Code 26 508 and United States Code 26 6033.
2. The 508(c)(1)(a) FBO enjoys a “mandatory exception” from all the restrictions a
501(c)(3) FBO has including free speech restrictions, IRS reporting requirements,
rules and regulations that the IRS may from time to time prescribe and providing
testimony under oath.
3. The 508(c)(1)(a) is registered as a not-for-profit with the state, and hence
provides for limited liability. While not perfect, and no law is, you do have some
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private asset protection. Under Federal law a 508(c)(1)(a) is automatically tax
exempt at the Federal level.
4. Can give tax deductible receipts for donations.
5. Freedom of Speech, as indicated in item 2 above, including, but not limited to,
politics, referendums, initiatives, and candidates.
6. Can ordain and license it’s own leaders.
7. With proper filing with the state, it may receive a sales tax exemption certificate.
Note: Not all states will allow a 508 to be sales tax exempt. Contact your
Dept. of Revenue for details.
8. Providing the state certificate of organization and state exemption of sales tax
can be proof of exemption from property tax on a church related structure (This is
true for only a single property).
9. The 508(c)(1)(a) operating as a church, may or may not have paid employees or
clergy. Best case is to not have payed employees. It is best case to have
clergy who have a secular job to secure their private income. (exception is
listed in Note 9a)
Note 9a: There is an exception to having clergy or persons in the capacity of paid
employees. It is possible to have clergy or employees as “Private Contractors”.
The benefit is they are not employees, and the only paperwork required of the
church is to file a 1099 Misc Income Statement. This will still require filing for an
Employer Identification Number (EIN). This is the recommended way to distribute
compensation.
In the case where there is a need for a paid employee, the rules of Employment
Tax in IRS publication 1828 must be met (starting on page 21)
(https://www.irs.gov/pub/irs-pdf/p1828.pdf). This is not the recommended
procedure, see Note 9a.
In the instance of a paid clergy, the Special Rules for Ministers must be met
(starting on page 22) (https://www.irs.gov/pub/irspdf/p1828.pdf). This is not the
recommended procedure, see Note 9a.
In either case, this would REQUIRE the 508(c)(1)(a) church to file the SS4
Federal form to obtain an Employer Identification Number (EIN). This is a free
filing and can be done online.
10. It is highly recommended that all who wish to form a 508(c)(1)(a) church and
have paid staff or priest (rather than private contractors) that they should read
IRS Publication 1828 in it’s entirety.
11. It is highly recommended that the clergy, if they perform any counseling or
confession tasks, to take it upon themselves to obtain personal liability insurance.
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This is not overly expensive, and is simply good practice. None the less, it is a
personal decision.
How to form a 508(c)(1)(a)
These are general guidelines of the process. It may vary from state to state. Most of the
information required, including forms, may be obtained from the Secretary of State in
your state of residence.
1. Verify the names of a minimum of three (3) members who will be listed as the
Board of Directors or whatever you may wish to name that board. Some states
may require more.
2. You may or may not write an Affidavit of Intent to create your church. It can be
signed by the board and two or more church members. This can then be
notarized as a legal document. There is much controversy as to whether this is
required (especially for a 508 church).
3. Write your Charter of Operation and Bylaws. Make sure to indicate if the board is
“clergy” led or “board led”. If clergy led, the clergy uses the board ONLY as
advisers. This is not unusual for many smaller church groups. Assign one of the
members as the Secretary/Treasurer. The clergy member, who is on the board,
along with the Secretary/Treasurer must sign and cosign this document. Make
sure to state that you are operating as a 508(c)(1)(a).
4. Obtain the Statement of Resignation of Registered Agent By a Foreign or
Domestic For Profit / Non Profit Corporation from your State Attorney
Generals office or the state website. This person should be someone who will be
with the church for an extended period, and the priest or a board member may be
the best option. There may be a small fee to file this document.
5. Obtain the Articles of Incorporation of a Nonprofit Corporation from your
State Attorney Generals office or the state website. This form MUST be filled out
exact with no errors. If you do create an error, you may be required to submit a
special change form. This form should be signed by the incorporator, in this case
the registered agent. This form may require a filing fee. Be sure that on the form,
it asked for your primary purpose of operation, you will indicate you are operating
as a 508(c)(1)(a). See Note 1 at the end of this chapter.
6. Make your own copies and send the signed originals of Statement of
Resignation of Registered Agent By a Foreign or Domestic For Profit / Non
Profit Corporation, Articles of Incorporation of a Nonprofit Corporation and
your Charter and Bylaws to your State Attorney Generals Office.
7. If you desire to have Sales Tax Exemption locate the Sales Tax Exemption
document. The Dept. of Revenue may or may not require you send in a 1 year
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financial projection of income. There may or may not be a filing fee on this
document. NOTE: Not all states will allow a 508 to be sales tax exempt.
Contact your Dept. of Revenue for details.
8. Make a determination if you need an Employer Identification Number (EIN) from
the Federal Government. It is possible to file the SS4 online with the Federal
Government, and is free. You will only need an EIN if:
a. You pay any employees or clergy; and/or
b. Your bank requires it to open a business account.
You may or may not need to disclose that you are a 508(c)(1)(a), they may not
understand in many cases what that is. Simply hand them the EIN Number and you
Charter/Bylaws. Banks generally do not, and are not required to, understand the IRS 26
(501/508) “exceptions”. There are some that indicate that having the EIN gives more
credibility to the formation and validity of your church. While this may seem appropriate,
the idea of a 508(c)(1)(a) is to attempt to be removed from the Federal Government as
much as possible.
9. DO NOT, unless specified by your Secretary of state, fill out a form for a fictitious
name. This is usually reserved for a sole proprietor business.
If in the event you choose to have paid clergy or payed employees, make sure to read
the entire IRS publication 1828 (especially pages 21-22) (https://www.irs.gov/pub/irspdf/p1828.pdf).
You may also wish to visit with a Tax Consultant (CPA) for details.
Please locate the Secretary of State website, or contact their office to determine exactly
what forms they require. They are very helpful once you explain this is a not-for-profit
church filing.
Fees will vary.
In ending, what are the pros and cons of a 508(c)(1)(a) church versus a First
Amendment church:
1. The 508(c)(1)(a) FBO is the best option for a church startup that will have a
physical congregation.
2. The 508(c)(1)(a) FBO is NOT a candidate for a sole proprietorship, such as a
priest who performs only weddings. By definition the 508(c)(1)(a) should be used
for a church with congregation.
3. The First Amendment FBO is best for a sole proprietorship, using the example of
a priest performing only weddings. The First amendment church does work well
with a small group, with no intent on any paid staff, and have no concerns about
tithes not being tax deductible.
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4. The 508 lends itself to a higher level of personal protection regarding liability.
5. The 508 may allow for sales tax exemption. NOTE: Not all states will allow a
508 to be sales tax exempt however. Contact your Dept. of Revenue for
details.
6. The 508 will allow for property tax exemption (on the first property). If your church
has a second property or possible support a subordinate “collection” of churches,
filing a 501(c)(3) is also recommended.
NOTE: Not all states will allow a 508 to be property tax exempt. Contact
your Dept. of Revenue for details.
7. The First Amendment Church allows for total and complete separation from any
state or federal influence The First Amendment Church has no protection against
personal liability.
8. The 508 makes a legally clean path in case of paid employees.
9. The 508 will allow for non church income in some cases, for example, church
related clothing sales, church related bake sales, etc. This is also spelled out in
IRS Publication 1828.
10. The 508(c)(1)(a) establishes the church as a not-for-profit entity, and protects the
church itself from government reporting and taxation. None the less, it does not
protect against the requirement to report income paid to clergy or employees.
Note1: All 50 states allow you to register as a 508(c)(1)(a) Faith Based
Organization or Church. Here is how it works:
There is no such thing as a separate law to form a 508(c)(1)(a). A 508(c)(1)(a) is
actually a 501(c)(3) REGISTERED WITH THE STATE ONLY. You go to their
website, and I assume all allow online filings, and you will go to the link to create
a nonprofit or not-for-profit.
On the Articles of incorporation, you will fill it out exactly as you would a 501(c)(3)
with the organization name. They will ask on the form what your primary
purpose is, simply enter “We are operating as a 508(c)(1)(a)”. Poof, you
organization is now a 508(c)(1)(a). Specify this in your charter/bylaws also.
That is it, you do not need to file for any status to the Federal Government. The
exception is if you have a paid priest or employees, and that was discussed in
detail earlier in this document.
Now you have the right to file for sales tax exemption and possibly property tax
exemption if you decide to own a physical building. Note: Not all states will
allow a 508 to be sales tax exempt. Contact your Dept. of Revenue for
details.
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II. Planning
Strategic Planning
Strategic Planning is an
organization's process of defining its
strategy, or direction, and making
decisions on allocating its resources to
pursue this strategy, including its capital
and people. Various business analysis
techniques can be used in strategic
planning, including:
1. SWOT analysis (Strengths,
Weaknesses, Opportunities, and
Threats);
2. PEST analysis (Political,
Economic, Social, and
Technological);
3. STEER analysis (Socio-cultural,
Technological, Economic,
Ecological, and Regulatory
factors); and
4. EPISTEL (Environment, Political,
Informatic, Social, Technological, Economic and Legal).
Strategic planning is the formal consideration of an organization's future course. All
strategic planning deals with at least one of three key questions:
1. "What do we do?"
2. "For whom do we do it?"
3. "How do we excel?"
In business strategic planning, some authors phrase the third question as "How can we
beat or avoid competition?". (Bradford and Duncan, page 1). But this approach is more
about defeating competitors than about excelling.
In many organizations, this is viewed as a process for determining where an
organization is going over the next year or - more typically - 3 to 5 years (long term),
although some extend their vision to 20 years.
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In order to determine where it is going, the organization needs to know exactly where it
stands, then determine where it wants to go and how it will get there. The resulting
document is called the "strategic plan."
While strategic planning may be used to effectively plot a company's longer-term
direction, one cannot use it to reliably forecast how the market will evolve and what
issues will surface in the immediate future. Therefore, strategic innovation and tinkering
with the 'strategic plan' have to be a cornerstone strategy for an organization to survive
the turbulent business climate.
Evidence-Based Programming
The Importance of Evidence Based
Social Interventions
Non-governmental and governmental organizations worldwide implement programs to
combat social problems, including poverty and lack of adequate health care. However,
the programs are often designed and executed based on assumptions rather than
based on data and facts. In her TED talk entitled “Social Experiments to Fight Poverty,”
MIT economist Esther Duflo compares the implementation of social programs that are
not evidence based to the use of leeches by doctors in the medieval period.
Doctors used leeches due to prevailing assumptions about the body and illness during
that period. Sometimes the leeches worked, but they were oftentimes ineffective. In
some cases, the leeches caused blood loss that exacerbated the patient’s condition.
Centuries later, evidence-based medicine and rigorous analysis became central to
medical practice. Until recently, social policies and interventions have been developed
and implemented based on assumptions rather than evidence. Evidence-based [Social
Interventions] are [now] essential.
The nonprofit organization Innovations For Poverty Action further explains that “Two
voids exist in developmental policy: insufficient incorporation of results from social
science research, and insufficient evaluation (in particular, replication of studies) to
learn concretely what works, what does not, and why.”
Some organizations and research centers have recently begun conducting evaluations
of various interventions to determine their efficacy in practice rather than in theory.
Their overall goal is to positively influence the design and implementation of policies
and programs by international organizations, non-governmental organizations, and
governments.
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Design of Evaluations and Sample Interventions
When developing new interventions or programs, it is important for program
implementers to utilize existing research to determine “how people make financial
decisions, adopt new technology, use social networks to help survive crises, respond to
incentives, decide how much education to acquire, etc.” This application of academic
theory is needed to develop sample interventions. Evans et al. note that “Better
understanding of the barriers (at the
person, family and provider level) is
essential before strategies can be
devised, and these strategies need to be
evaluated carefully. Only then can we
know if we are doing more good than
harm and spending limited resources
wisely.” Abdul Latif Jameel Poverty Action
Lab in Boston integrates social and
behavioral sciences and public health
research, which were previously primarily
confined to academia, into policy design.
This type of important research allows
program designers and implementers to
determine the expected efficiency,
effectiveness, and potential impact of a
new program idea prior to implementation.
After a program has been implemented, it
is crucial to implement ongoing
assessments and evaluations.
Randomized evaluations, which are used
extensively by the Abdul Latif Jameel
Poverty Action Lab (J-PAL), are a type of
impact evaluation. A randomized evaluation may also be known as randomized
controlled trials, social experiments, random assignment studies, randomized field trials,
and randomized controlled experiments. J-PAL emphasizes that randomized study
designs provide the most accurate, unbiased, and reliable statistics out of all other
impact evaluation options. In order to determine a program’s impact, it is essential to
have a randomly-selected control group of participants who are statistically identical to
the experimental group. Both of the groups are considered microcosms of the larger
population and therefore equal in representation to each other. When applying this
design, any changes between the control and experimental group can be attributed
almost solely to the effects of the program. For more information on randomization and
reliable data, see Validity of Research and Quality Health Data.
The Purpose of Evaluation
Abdul Latif Jameel Poverty Action Lab discusses the goals of evaluation: "If thoughtfully
designed and implemented, it [randomized evaluation] can answer the questions, how
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effective was it? Were there unintended side-effects? Who benefitted most? Who was
harmed? Why did it work or not work? What lessons can be applied to other contexts,
or if the program was scaled up? How cost-effective was the program? How does it
compare to other programs designed to accomplish similar goals?"
After randomized evaluations have been conducted on test interventions and have
answered these chief questions, the results can be utilized by program designers and
program implementers. Based on the research and considerations of context,
policymakers can decide which interventions are best to scale up. Evidence-based
social interventions maximize positive social outcomes and ensure that policies and
programs are effective rather than harmful to the target population. Foreign aid
interventions illustrate the necessity of both of these goals. For generations, the debate
on foreign aid has been wrought with controversy, mostly because evidence has not
been developed or analyzed to assess impact. For example, Duflo notes that we do not
know whether Africa would be better off now if we had given more aid or less aid since
1970. Without supporting evidence, implementation of policies and interventions can
be a waste of resources or worse, exacerbate social problems.
Evidence-based practice (EBP) is an interdisciplinary approach to clinical practic that
has been gaining ground following its formal introduction in 1992. It started in medicine
as evidence-based medicine (EBM) and spread to other fields such as dentistry,
nursing, psychology, education, library and information science. Its basic principles are
that 1) all practical decisions should be made based upon research studies and 2) that
these research studies are to be selected and interpreted according to some specific
norms characteristic for EBP. Typically such norms disregard both theoretical and
qualitative studies and consider quantitative studies according to a narrow set of criteria
of what counts as evidence. If such a narrow set of methodological criteria are not
applied, it is considered better just to speak instead of research based practice.
Evidence-based behavioral practice (EBBP) "entails making decisions about how to
promote health or provide care by integrating the best available evidence with
practitioner expertise and other resources, and with the characteristics, state, needs,
values and preferences of those who will be affected. This is done in a manner that is
compatible with the environmental and organizational context. Evidence is research
findings derived from the systematic collection of data through observation and
experiment and the formulation of questions and testing of hypotheses".
Empirically supported treatments (ESTs) in some clinical settings are defined as "clearly
specified psychological treatments shown to be efficacious in controlled research with a
delineated population"
Social Policy
There are increasing demands for the whole range of social policy and other decisions
and programs run by government and the NGO sector to be based on sound evidence
as to their effectiveness. This has seen an increased emphasis on the use of a wide
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ange of Evaluation approaches directed at obtaining evidence about social programs of
all types. A research collaboration called the Campbell Collaboration has been set up in
the social policy area to provide evidence for evidence-based social policy decisionmaking.
This collaboration follows the approach pioneered by the Cochrane
Collaboration in the health sciences. Using an evidence-based approach to social policy
has a number of advantages because it has the potential to decrease the tendency to
run programs which are socially acceptable (e.g. drug education in schools) but which
often prove to be ineffective when evaluated.
Data-Driven Resource Allocation
Data-Informed Decision-Making (DIDM)
DDDM refers to the collection and
analysis of data to guide decisions that
improve success. DIDM is used in
education communities (where data is
used with the goal of helping students)
but is also applicable to (and thus also
used in) other fields in which data is used
to inform decisions. While data-driven
decision-making is a more common term,
data-informed decision-making is a
preferable term since decisions should
not be based solely on quantitative data.
Most educators have access to a data
system for the purpose of analyzing
student data. These data systems
present data to educators in an over-thecounter
data format (embedding labels,
supplemental documentation, and a help
system, making key package/display and
content decisions) to improve the success
of educators’ data-informed decisionmaking.
Decision making has long been a subject of study and given the explosive growth of Big
Data over the past decade, it’s not surprising that data-driven decision making is one of
the most promising applications in the emerging discipline of data science.
In a recently published article, “Data Science and its Relationship to Big Data and Data-
Driven Decision Making,” Foster Provost and Tom Fawcett define data-driven decision
making as “the practice of basing decisions on the analysis of data rather than purely on
intuition.” Equally succinctly, they view data science “as the connective tissue between
data-processing technologies (including those for big data) and data-driven decision
making.”
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One of the biggest challenges in leveraging data science to help make complex
strategic decisions is to mistakenly assume that an unordered, unpredictable, complex
context is in fact an ordered, predicable complicated one. “This assumption, grounded
in the Newtonian science that underlies scientific management, encourages
simplifications that are useful in ordered circumstances. Circumstances change,
however, and as they become more complex, the simplifications can fail. Good
leadership is not a one-size-fits-all proposition.”
Neither is good data-driven decision making. With operational decisions, we have to
learn to distinguish between those situations when decisions can be embedded in
automated processes, and those that require human intervention. With strategic
decisions we have to learn the difference between complicated but predictable contexts,
and complex and intrinsically unpredictable ones. This is all part of what makes data
science such an important and exciting discipline.
- Irving Wladawsky-Berger
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III. Sustainability & Compliance
Economic Emancipation
and Fundraising
Just as Reverend Leon H. Sullivan once
embraced the idea of Economic
Emancipation for people of color, we
must now embrace its logical extension,
Economic Emancipation for our
Community and Faith-Based
organizations, many of which arose out
of the very movement embraced by our
predecessors, in order to help them
more fully fulfill their manifest destinies.
During the most recent recession, many
of our charitable organizations suffered
near-fatal setbacks. Most have yet to
fully recover, and, unfortunately, some
will not ever recover. But there are
important lessons-learned in order to
prevent the same thing from happening
all over again one day. And as we move
forward, we must now help them not only
to recover, but learn to thrive as well,
even in the aftermath of the devastating
losses. We must help these
organizations break the dependency on government funding and develop their own
ability to operate and raise funds independently, while simultaneously helping them
learn to “think outside the box” with regard to their sustainability and survival.
This project is designed to do exactly that. It is a natural extension of the Sullivan
movement of the prior eras when those individuals who pressed-forward to achieve their
own economic emancipation evolved their causes, as well as their communities, into
powerful forces, economically, which are right now under attack and in imminent danger
of being eradicated right out of existence.
- Jack Johnson
______
“The genius of America has been in the nation’s ability to solve our greatest problems:
whether it be in the expansion of frontiers, the building of cities, or putting a man on the
moon. In the past there has been no problem too great for America to solve.”
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- Rev. Dr. Leon H. Sullivan
A New American Alliance
(Speech given at the 8 th annual OIC Convocation, Washington, DC)
Alternatives to Despair, p.82 (1972)
______
In tackling any problem, our objective should be to deal with depth causes...
But we must go deeper still. Our need is to reach further and further down, deeper even
than OIC. Millions of Americans must be reached in the briefest period of time in a
massive, carefully expedited program of adult incentive education...
- Rev. Dr. Leon H. Sullivan
AAE: Americanizing America
Build Brother Build, p.143 (1969)
________
Best Practices and Accountability
A Best Practice is a method or technique that has been generally accepted as
superior to any alternatives because it produces results that are superior to those
achieved by other means or because it has become a standard way of doing things,
e.g., a standard way of complying with legal or ethical requirements.
Best practices are used to maintain quality as an alternative to mandatory legislated
standards and can be based on self-assessment or benchmarking. Best practice is a
feature of accredited management standards such as ISO 9000 and ISO 14001.
Some consulting firms specialize in the area of best practice and offer pre-made
templates to standardize business process documentation. Sometimes a best practice
is not applicable or is inappropriate for a particular organization's needs. A key strategic
talent required when applying best practice to organizations is the ability to balance the
unique qualities of an organization with the practices that it has in common with others.
Good operating practice is a strategic management term. More specific uses of the term
include good agricultural practices, good manufacturing practice, good laboratory
practice, good clinical practice and good distribution practice.
But Will It Work Here?
The final step in identifying an appropriate best practice for a policy problem is to ensure
that the context from which the practice is derived is comparable to the context in which
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Charity/Nonprofit Sector
it will be applied. Risks to implementing
the selected best practice in the applied
context as well as what support
structures can be put in place need to be
anticipated in order to maximize the
likelihood of success. If utilizing a pilot or
demonstration program "best practice"
the success of that practice needs to be
discounted in order to account for the
better than average favorable conditions
pilot and demonstration programs usually
operate under. These conditions include
increased enthusiasm, advantageous
political and economic conditions, and
less bureaucratic resistance due to the
lack of permanency in pilot programs.
Finally, when considering implementing a
"best practice" on a wide scale one must
be aware of the weakest link sites with
minimal to no resources and how those
sites will be supported in order to create
the desired policy outcomes.
The nonprofit/voluntary sector is generally lacking tools for sharing and accessing best
practices. Steps are being taken in some parts of the world, for example in the
European Union, where the Europe 2020 Strategy has as a top priority the exchange of
good practices and networking (including the nonprofit sector).
An initiative of sharing good practices in terms of human resources (HR) and leadership
among European nonprofit organizations was financed by the EU and launched in 2013,
called HR Twinning. The platform allows the public to search for good practices and its
members the possibility to share their practices, engage in discussions in the forum
section and enroll their organization. Membership is free. The project is currently limited
to a European audience.
________
Compliance
In general, compliance means conforming to a rule, such as a specification, policy,
standard or law. Regulatory compliance describes the goal that organizations aspire
to achieve in their efforts to ensure that they are aware of and take steps to comply with
relevant laws and regulations.
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Due to the increasing number of regulations and need for operational transparency,
organizations are increasingly adopting the use of consolidated and harmonized sets of
compliance controls. This approach is used to ensure that all necessary governance
requirements can be met without the unnecessary duplication of effort and activity from
resources.
Standards and Regulations
The International Organization for Standardization (ISO) produces international
standards such as ISO/IEC_27002. The International Electro-technical Commission
(IEC) produces international standards in the electro-technology area. The ISO
19600:2014 standard provides a reminder of how compliance and risk should operate
together, as “colleagues” sharing a common framework with some nuances to account
for their differences.
Some local or international specialized organizations such as the American Society of
Mechanical Engineers (ASME) also develop standards and regulation codes. They
thereby provide a wide range of rules and directives to ensure compliance of the
products to safety, security or design standards.
There are a number of other regulations which apply in different fields, such as PCI-
DSS, GLBA, FISMA, Joint Commission and HIPAA. In some cases other compliance
frameworks (such as COBIT) or standards (NIST) inform on how to comply with the
regulations.
USA
Corporate scandals and breakdowns such as the Enron case of reputational risk in
2001 have highlighted the need for stronger compliance and regulations for publicly
listed companies. The most significant regulation in this context is the Sarbanes–Oxley
Act developed by two U.S. congressmen, Senator Paul Sarbanes and Representative
Michael Oxley in 2002 which defined significantly tighter personal responsibility of
corporate top management for the accuracy of reported financial statements.
The Office of Foreign Assets Control (OFAC) is an agency of the United States
Department of the Treasury under the auspices of the Under Secretary of the Treasury
for Terrorism and Financial Intelligence. OFAC administers and enforces economic and
trade sanctions based on U.S. foreign policy and national security goals against
targeted foreign states, organizations, and individuals.
Compliance in the USA generally means compliancy with laws and regulations. These
laws can have criminal or civil penalties or can be regulations. The definition of what
constitutes an effective compliance plan has been elusive. Most authors, however,
continue to cite the guidance provided by the United States Sentencing Commission in
Chapter 8 of the Federal Sentencing Guidelines.
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On October 12, 2006, the U.S. Small Business Administration re-launched
Business.gov (new Business.USA.gov) which provides a single point of access to
government services and information that help businesses comply with government
regulations.
Challenges
Data retention is a part of regulatory
compliance that is proving to be a
challenge in many instances. The
security that comes from compliance
with industry regulations can seem
contrary to maintaining user privacy.
Data retention laws and regulations ask
data owners and other service
providers to retain extensive records of
user activity beyond the time necessary
for normal business operations. These
requirements have been called into
question by privacy rights advocates.
Compliance in this area is becoming
very difficult. Laws like the CAN-SPAM
Act and Fair Credit Reporting Act in the
U.S. require that businesses give
people the “right to be forgotten.” In
other words, they must remove
individuals from marketing lists if it is
requested, tell them when and why they might share personal information with a third
party, or at least ask permission before sharing that data. Now, with new laws coming
out that demand longer data retention despite the individual’s desires, it can create
some real difficulties.
Definitions
Compliance data is defined as all data belonging or pertaining to enterprise or included
in the law, which can be used for the purpose of implementing or validating compliance.
It is the set of all data that is relevant to a governance officer or to a court of law for the
purposes of validating consistency, completeness, or compliance. Compliance software
is increasingly being implemented to help companies manage their compliance data
more efficiently.
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IV. Critical Thinking
for Transformative Social Impact
Paradigm Shifting
and Change Management
Critical Thinking
Disciplined thinking that is clear, rational,
open-minded, and informed by evidence.
- Dictionary.com
________
The National Council for Excellence in
Critical Thinking defines it as the
intellectually disciplined process of actively
and skillfully conceptualizing, applying,
analyzing, synthesizing, and/or evaluating
information gathered from, or generated by,
observation, experience, reflection,
reasoning, or communication, as a guide to
belief and action.
Critical thinking is a rich concept that has
been developing throughout the past 2500
years. The term "Critical Thinking" has its
roots in the mid-late 20th century. [There
are] overlapping definitions [that] form a
substantive, trans-disciplinary conception of
critical thinking.
Critical Thinking as Defined by
The National Council for Excellence in
Critical Thinking (1987)
A statement by Michael Scriven & Richard Paul, presented at the 8th Annual
International Conference on Critical Thinking and Education Reform (Summer 1987)
Critical thinking is the intellectually disciplined process of actively and skillfully
conceptualizing, applying, analyzing, synthesizing, and/or evaluating information
gathered from, or generated by, observation, experience, reflection, reasoning, or
communication, as a guide to belief and action. In its exemplary form, it is based on
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universal intellectual values that transcend subject matter divisions: clarity, accuracy,
precision, consistency, relevance, sound evidence, good reasons, depth, breadth, and
fairness.
It entails the examination of those structures or elements of thought implicit in all
reasoning: purpose, problem, or question-at-issue; assumptions; concepts; empirical
grounding; reasoning leading to conclusions; implications and consequences;
objections from alternative viewpoints; and frame of reference.
Critical thinking — in being responsive to variable subject matter, issues, and
purposes — is incorporated in a family of interwoven modes of thinking, among them:
scientific thinking, mathematical thinking, historical thinking, anthropological thinking,
economic thinking, moral thinking, and philosophical thinking.
Critical thinking can be seen as having two components:
1. A set of information and belief generating and processing skills, and
2. The habit, based on intellectual commitment, of using those skills to guide
behavior.
It is thus to be contrasted with:
1. The mere acquisition and retention of information alone, because it involves a
particular way in which information is sought and treated;
2. The mere possession of a set of skills, because it involves the continual use of them;
and
3. The mere use of those skills ("as an exercise") without acceptance of their results.
Critical thinking varies according to the motivation underlying it. When grounded in
selfish motives, it is often manifested in the skillful manipulation of ideas in service of
one’s own, or one's groups’, vested interest. As such it is typically intellectually flawed,
however pragmatically successful it might be. When grounded in fair-mindedness and
intellectual integrity, it is typically of a higher order intellectually, though subject to the
charge of "idealism" by those habituated to its selfish use.
Critical thinking of any kind is never universal in any individual; everyone is subject to
episodes of undisciplined or irrational thought. Its quality is therefore typically a matter
of degree and dependent on, among other things, the quality and depth of experience in
a given domain of thinking or with respect to a particular class of questions. No one is a
critical thinker through-and-through, but only to such-and-such a degree, with
such-and-such insights and blind spots, subject to such-and-such tendencies
towards self-delusion.
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For this reason, the development of critical thinking skills and dispositions is a life-long
endeavor.
Another Brief Conceptualization of Critical Thinking
Critical thinking is self-guided, self-disciplined thinking which attempts to reason at the
highest level of quality in a fair-minded way.
People who think critically consistently attempt to live rationally, reasonably, empathically.
They are keenly aware of the inherently flawed nature of human thinking when left
unchecked. They strive to diminish the power of their egocentric and sociocentric
tendencies. They use the intellectual tools that critical thinking offers – concepts and
principles that enable them to analyze, assess, and improve thinking. They work
diligently to develop the intellectual virtues of intellectual integrity, intellectual humility,
intellectual civility, intellectual empathy, intellectual sense of justice and confidence in
reason. They realize that no matter how skilled they are as thinkers, they can always
improve their reasoning abilities and they will at times fall prey to mistakes in reasoning,
human irrationality, prejudices, biases, distortions, uncritically accepted social rules and
taboos, self-interest, and vested interest. They strive to improve the world in whatever
ways they can and contribute to a more rational, civilized society. At the same time,
they recognize the complexities often inherent in doing so. They avoid thinking
simplistically about complicated issues and strive to appropriately consider the rights and
needs of relevant others. They recognize the complexities in developing as thinkers,
and commit themselves to life-long practice toward self-improvement. They embody the
Socratic principle: The unexamined life is not worth living , because they realize that
many unexamined lives together result in an uncritical, unjust, dangerous world.
Why Critical Thinking?
The Problem
- Linda Elder, September, 2007
Everyone thinks; it is our nature to do so. But much of our thinking, left to itself, is
biased, distorted, partial, uninformed or down-right prejudiced. Yet the quality of our life
and that of what we produce, make, or build depends precisely on the quality of our
thought. Shoddy thinking is costly, both in money and in quality of life. Excellence in
thought, however, must be systematically cultivated.
A Definition
Critical thinking is that mode of thinking - about any subject, content, or problem - in
which the thinker improves the quality of his or her thinking by skillfully taking charge of
the structures inherent in thinking and imposing intellectual standards upon them.
The Result
A well cultivated critical thinker:
• Raises vital questions and problems, formulating them clearly and precisely;
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• Gathers and assesses relevant information, using abstract ideas to interpret it
effectively comes to well-reasoned conclusions and solutions, testing them
against relevant criteria and standards;
• Thinks open-mindedly within alternative systems of thought, recognizing and
• Assessing, as need be, their assumptions, implications, and practical
consequences; and
• Communicates effectively with others in figuring out solutions to complex
problems.
Critical thinking is, in short, self-directed, self-disciplined, self-monitored, and selfcorrective
thinking. It presupposes assent to rigorous standards of excellence and
mindful command of their use. It entails effective communication and problem solving
abilities and a commitment to overcome our native egocentrism and sociocentrism.
- Richard Paul and Linda Elder: The Miniature Guide to Critical Thinking Concepts and
Tools
Foundation for Critical Thinking Press, 2008
Critical Thinking Defined
by Edward Glaser
In a seminal study on critical thinking and education in 1941, Edward Glaser defines
critical thinking as follows “The ability to think critically, as conceived in this volume,
involves three things:
1. An attitude of being disposed to consider in a thoughtful way the problems and
subjects that come within the range of one's experiences;
2. Knowledge of the methods of logical inquiry and reasoning; and
3. Some skill in applying those methods.
Critical thinking calls for a persistent effort to examine any belief or supposed form of
knowledge in the light of the evidence that supports it and the further conclusions to
which it tends. It also generally requires ability to recognize problems, to find workable
means for meeting those problems, to gather and marshal pertinent information, to
recognize unstated assumptions and values, to comprehend and use language with
accuracy, clarity, and discrimination, to interpret data, to appraise evidence and
evaluate arguments, to recognize the existence (or non-existence) of logical
relationships between propositions, to draw warranted conclusions and generalizations,
to put to test the conclusions and generalizations at which one arrives, to reconstruct
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one's patterns of beliefs on the basis of wider experience, and to render accurate
judgments about specific things and qualities in everyday life.
- Edward M. Glaser, An Experiment in the Development of Critical Thinking,
Teacher’s College, Columbia University, 1941)
________
Inner-Cities Strategic
Revitalization Planning
Revitalization
Neighborhood Revitalization starts at the
grassroots level — with people in the
community determining the goals for their
neighborhood.
______
It is defined as the process of making
something grow, develop, or become
successful again (e.g. A new indoor
sports arena has played a key role in the
revitalization of its neighborhood).
- Cambridge Dictionaries Online
“Neighborhood Revitalization is the
way of the future and is an essential
element of [our] work. By focusing on
entire neighborhoods, we can greatly
increase our impact.”
— Jonathan Reckford, CEO,
Habitat for Humanity International
Revitalization of Our Inner-Cities Can Transform Our Culture
- by Scruffus
“It is only when the basic needs are met that culture can thrive. Revitalization of our
inner-cities is the innovation that will allow for maximum cultural growth in this country.
Making sure that all Americans have access to opportunity and technology will ensure
future generations of city dwellers do not live in poverty. By investing in these areas,
developers and businesses are investing in the base of this country. Music, art and the
sciences require a healthy, vibrant, and supportive community and the work being done
to rebuild our inner cities is essential to our culture[s] as a whole.”
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Spanning the Delaware River, the “Trenton Makes” Bridge in giant neon red letters
proclaims to all, "Trenton Makes, The World Takes.". Hearkening back to the time
when Trenton was a center of manufacture, these days the sign seems a bit of an
anachronism. Trenton and many other American cities have decayed to the point that
they are shells of their former selves. Businesses and people slowly disappeared from
American cities over the decades since the sixties. No longer centers of thriving
industry, they are now crime-ridden, politically corrupt, and decaying. Despite this, cities
are now the focus of revitalization efforts. If done properly, revitalization can be a way to
alleviate the poverty and crime suffered in many American inner cities. Revitalization is
a recent innovation that takes advantage of the existing enterprise and infrastructure in
cities and tries to bring value back to the community there. Efforts to revitalize cities
meet with varied success.
It is important to elevate the standard of living for the existing community, not
just shove it aside in the pursuit of a gentrified city. Giving the existing people a
chance at independence raises the standard of living for all residents in the city
and preserves the rich heritage and character of the city.
In the effort to attract people back to the cities, revitalization increases the
independence of all Americans, utilizes existing infrastructure, and encourages cultural
growth.
One cannot speak of a city's and a people's
independence without speaking of their economic
independence. The ability of people to obtain jobs
and meet their basic needs is a huge determinant
of how well that people's culture will flourish. It is
difficult to pursue the arts or education if one is
impoverished. The rebuilding of inner cities can
raise the quality of life for many Americans by
bringing businesses that provide jobs and
opportunity back to the cities. Also, a city that has
a thriving business community has a healthy tax
base to support its public education system. The
public school is an integral part of revitalization.
Providing students with a high-quality, technologybased
education prepares them to become
successful, contributing citizens. Inner city school
systems are notorious for their high dropout rates
and general difficulty in producing good students.
By revitalizing inner cities, parents are given
access to jobs and can provide a better home environment for their children.
The use of existing infrastructure in revitalization efforts reduces suburban sprawl.
Areas that were long ago developed for housing and business are made attractive
through remodeling, which is less costly and environmentally destructive than building
new homes in the suburbs. Encouraging city living also encourages use of mass transit
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systems, decreasing reliance on the automobile. Our current culture is very much
entwined with the automobile. Reduction of our reliance on automobiles is beneficial in
reducing pollutants. Additionally, inner cities have often been characterized as food
deserts, where nutritious, low-cost food is difficult to find because large supermarkets
refuse to build there. Hopefully with the influx of jobs and money to the cities,
supermarkets will follow. Bringing new life to cities will definitely improve the options
available to all residents there.
Cities are where culture, technology and the arts can flourish. The exchange of ideas
and open-mindedness to these ideas occurs because of the cosmopolitan nature of
cities. By renewing interest in our cities, we can create dynamic centers of innovation
and technology that are not found in our suburbs. Suburban living has long been cliched
to have sapped the creativity and vitality from our society. There is a grain of truth to
this. Suburbanites often do not meet their neighbors and spend a great deal of time
driving to their destinations. Urban areas, by design, force people to interact with their
surroundings. It is this interaction that allows the acceptance of new ideas that build up
culture.
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Attachment A
Why All Churches
Should Be A 508(c)(1)(a)
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Attachment B
Quick Short-Term Impact Analysis
(2-2018)
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Quick Short-Term Impact Analysis
E-B Program Cost 2
$328,769.85 ÷ 600 kids = $547.95/ youth
÷ 12 mos. = $46./mo./youth
Family Spending per Youth $4,931,547.75 ÷ 8,219.25/kid 1 ÷ 600 kids =
not incarcerated (ROI) 3
÷ 12 mos. = $137./mo./youth
Spending per youth not incarcerated = $137./month/youth
Cost of Program(s) per youth not incarcerated = - $ 46./month/youth
$ 91./month/youth
Short-Term Benefit to Society = $ 91./month/youth x 600 kids x 60 mos. = $3,276,000.00 4
Annual Confinement Costs:
Pennsylvania
Not Reported
New Jersey $196,133.00 per youth (x 600 youth = $117,679,800)
Georgia $91,126.00 per youth (x 600 youth = $54,675,600)
Delaware
Not Reported
Washington DC $277,765.00 per youth (x 600 youth = $166,659,000)
5-Year Social Impact 5
New Jersey $117,679,800/year x 5 years = $588,399,000 + $3,276,000 = $591,675,000
Georgia $54,675,600/year x 5 years = $273,378,000 + $3,276,000 = $276,654,000
Wash DC $166,659,000/year x 5 years = $833,295,000 + $3,276,000 = $836,571,000
2
5-Year Analysis (2007 – 2011).
3
$15/$1 ROI Multiplier (per p. 110).
4
Slightly under a 10/1 ROI.
5
600 youth
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Attachment C
508(c)(1)(a) Orientation
& Workshop Budget
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508(c)(1)(a)
Orientation & Workshop Budget
Assume: 15 participants and 2 leaders
All costs are Variable.
Description / Costs Workshop Per person
Program Coordinator: 1staff at
$40 per hr x 8 hours
Workshop Leaders: 1 staff
leader @ $40 per hr. x 3 hrs. x 6
sessions^ ; 1 community leader
@ $200 per workshop
Critical Thinking Books: 15
participants x $19/book
$320 $21
$920 $61.33
$285 $19
Flip Charts for Workshop: 2
per workshop @ $30
Miscellaneous Supplies: name
tags, pens, markers, note pads
Miscellaneous Copying: 5
pages x $.10 per page x 15
people
Snacks: $1.50 per person x 17
people x 6 days
$60 $4
$15 $2.50
$7.50 .50
$153 $9
Mileage for Leaders: 100 miles
x 6 days x 1 people x $.56 per
mile
$336 $22
Total Cost Per Workshop* $2,096.50 $140
Includes planning and preparation time plus administrative for copying,
form processing, etc.
• Total cost $140 per person, plus cost of room rental (if any)
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Advocacy Foundation Publishers
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Advocacy Foundation Publishers
The e-Advocate Quarterly
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Issue Title Quarterly
Vol. I 2015 The Fundamentals
I
The ComeUnity ReEngineering
Project Initiative
Q-1 2015
II The Adolescent Law Group Q-2 2015
III
Landmark Cases in US
Juvenile Justice (PA)
Q-3 2015
IV The First Amendment Project Q-4 2015
Vol. II 2016 Strategic Development
V The Fourth Amendment Project Q-1 2016
VI
Landmark Cases in US
Juvenile Justice (NJ)
Q-2 2016
VII Youth Court Q-3 2016
VIII
The Economic Consequences of Legal
Decision-Making
Q-4 2016
Vol. III 2017 Sustainability
IX The Sixth Amendment Project Q-1 2017
X
The Theological Foundations of
US Law & Government
Q-2 2017
XI The Eighth Amendment Project Q-3 2017
XII
The EB-5 Investor
Immigration Project*
Q-4 2017
Vol. IV 2018 Collaboration
XIII Strategic Planning Q-1 2018
XIV
The Juvenile Justice
Legislative Reform Initiative
Q-2 2018
XV The Advocacy Foundation Coalition Q-3 2018
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XVI
for Drug-Free Communities
Landmark Cases in US
Juvenile Justice (GA)
Q-4 2018
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Issue Title Quarterly
Vol. V 2019 Organizational Development
XVII The Board of Directors Q-1 2019
XVIII The Inner Circle Q-2 2019
XIX Staff & Management Q-3 2019
XX Succession Planning Q-4 2019
XXI The Budget* Bonus #1
XXII Data-Driven Resource Allocation* Bonus #2
Vol. VI 2020 Missions
XXIII Critical Thinking Q-1 2020
XXIV
The Advocacy Foundation
Endowments Initiative Project
Q-2 2020
XXV International Labor Relations Q-3 2020
XXVI Immigration Q-4 2020
Vol. VII 2021 Community Engagement
XXVII
The 21 st Century Charter Schools
Initiative
Q-1 2021
XXVIII The All-Sports Ministry @ ... Q-2 2021
XXIX Lobbying for Nonprofits Q-3 2021
XXX
XXXI
Advocacy Foundation Missions -
Domestic
Advocacy Foundation Missions -
International
Q-4 2021
Bonus
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Vol. VIII
2022 ComeUnity ReEngineering
XXXII
The Creative & Fine Arts Ministry
@ The Foundation
Q-1 2022
XXXIII The Advisory Council & Committees Q-2 2022
XXXIV
The Theological Origins
of Contemporary Judicial Process
Q-3 2022
XXXV The Second Chance Ministry @ ... Q-4 2022
Vol. IX 2023 Legal Reformation
XXXVI The Fifth Amendment Project Q-1 2023
XXXVII The Judicial Re-Engineering Initiative Q-2 2023
XXXVIII
The Inner-Cities Strategic
Revitalization Initiative
Q-3 2023
XXXVIX Habeas Corpus Q-4 2023
Vol. X 2024 ComeUnity Development
XXXVX
The Inner-City Strategic
Revitalization Plan
Q-1 2024
XXXVXI The Mentoring Initiative Q-2 2024
XXXVXII The Violence Prevention Framework Q-3 2024
XXXVXIII The Fatherhood Initiative Q-4 2024
Vol. XI 2025 Public Interest
XXXVXIV Public Interest Law Q-1 2025
L (50) Spiritual Resource Development Q-2 2025
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LI
Nonprofit Confidentiality
In The Age of Big Data
Q-3 2025
LII Interpreting The Facts Q-4 2025
Vol. XII 2026 Poverty In America
LIII
American Poverty
In The New Millennium
Q-1 2026
LIV Outcome-Based Thinking Q-2 2026
LV Transformational Social Leadership Q-3 2026
LVI The Cycle of Poverty Q-4 2026
Vol. XIII 2027 Raising Awareness
LVII ReEngineering Juvenile Justice Q-1 2027
LVIII Corporations Q-2 2027
LVIX The Prison Industrial Complex Q-3 2027
LX Restoration of Rights Q-4 2027
Vol. XIV 2028 Culturally Relevant Programming
LXI Community Culture Q-1 2028
LXII Corporate Culture Q-2 2028
LXIII Strategic Cultural Planning Q-3 2028
LXIV
The Cross-Sector/ Coordinated
Service Approach to Delinquency
Prevention
Q-4 2028
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Vol. XV 2029 Inner-Cities Revitalization
LXIV
LXV
LXVI
Part I – Strategic Housing
Revitalization
(The Twenty Percent Profit Margin)
Part II – Jobs Training, Educational
Redevelopment
and Economic Empowerment
Part III - Financial Literacy
and Sustainability
Q-1 2029
Q-2 2029
Q-3 2029
LXVII Part IV – Solutions for Homelessness Q-4 2029
LXVIII
The Strategic Home Mortgage
Initiative
Bonus
Vol. XVI 2030 Sustainability
LXVIII Social Program Sustainability Q-1 2030
LXIX
The Advocacy Foundation
Endowments Initiative
Q-2 2030
LXX Capital Gains Q-3 2030
LXXI Sustainability Investments Q-4 2030
Vol. XVII 2031 The Justice Series
LXXII Distributive Justice Q-1 2031
LXXIII Retributive Justice Q-2 2031
LXXIV Procedural Justice Q-3 2031
LXXV (75) Restorative Justice Q-4 2031
LXXVI Unjust Legal Reasoning Bonus
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Vol. XVIII 2032 Public Policy
LXXVII Public Interest Law Q-1 2032
LXXVIII Reforming Public Policy Q-2 2032
LXXVIX ... Q-3 2032
LXXVX ... Q-4 2032
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The e-Advocate Monthly Review
2018
Transformational Problem Solving January 2018
The Advocacy Foundation February 2018
Opioid Initiative
Native-American Youth March 2018
In the Juvenile Justice System
Barriers to Reducing Confinement April 2018
Latino and Hispanic Youth May 2018
In the Juvenile Justice System
Social Entrepreneurship June 2018
The Economic Consequences of
Homelessness in America S.Ed – June 2018
African-American Youth July 2018
In the Juvenile Justice System
Gang Deconstruction August 2018
Social Impact Investing September 2018
Opportunity Youth: October 2018
Disenfranchised Young People
The Economic Impact of Social November 2018
of Social Programs Development
Gun Control December 2018
2019
The U.S. Stock Market January 2019
Prison-Based Gerrymandering February 2019
Literacy-Based Prison Construction March 2019
Children of Incarcerated Parents April 2019
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African-American Youth in The May 2019
Juvenile Justice System
Racial Profiling June 2019
Mass Collaboration July 2019
Concentrated Poverty August 2019
De-Industrialization September 2019
Overcoming Dyslexia October 2019
Overcoming Attention Deficit November 2019
The Gift of Adversity December 2019
2020
The Gift of Hypersensitivity January 2020
The Gift of Introspection February 2020
The Gift of Introversion March 2020
The Gift of Spirituality April 2020
The Gift of Transformation May 2020
Property Acquisition for
Organizational Sustainability June 2020
Investing for Organizational
Sustainability July 2020
Biblical Law & Justice TLFA August 2020
Gentrification AF September 2020
Environmental Racism NpA October 2020
Law for The Poor AF November 2020
…
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2021
Biblically Responsible Investing TLFA – January 2021
International Criminal Procedure LMI – February 2021
Spiritual Rights TLFA – March 2021
The Theology of Missions TLFA – April 2021
Legal Evangelism, Intelligence,
Reconnaissance & Missions LMI – May 2021
The Law of War LMI – June 2021
Generational Progression AF – July 2021
…
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The e-Advocate Quarterly
Special Editions
Crowdfunding Winter-Spring 2017
Social Media for Nonprofits October 2017
Mass Media for Nonprofits November 2017
The Opioid Crisis in America: January 2018
Issues in Pain Management
The Opioid Crisis in America: February 2018
The Drug Culture in the U.S.
The Opioid Crisis in America: March 2018
Drug Abuse Among Veterans
The Opioid Crisis in America: April 2018
Drug Abuse Among America’s
Teens
The Opioid Crisis in America: May 2018
Alcoholism
The Economic Consequences of June 2018
Homelessness in The US
The Economic Consequences of July 2018
Opioid Addiction in America
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The e-Advocate Journal
of Theological Jurisprudence
Vol. I - 2017
The Theological Origins of Contemporary Judicial Process
Scriptural Application to The Model Criminal Code
Scriptural Application for Tort Reform
Scriptural Application to Juvenile Justice Reformation
Vol. II - 2018
Scriptural Application for The Canons of Ethics
Scriptural Application to Contracts Reform
& The Uniform Commercial Code
Scriptural Application to The Law of Property
Scriptural Application to The Law of Evidence
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Legal Missions International
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Issue Title Quarterly
Vol. I 2015
I
II
God’s Will and The 21 st Century
Democratic Process
The Community
Engagement Strategy
Q-1 2015
Q-2 2015
III Foreign Policy Q-3 2015
IV
Public Interest Law
in The New Millennium
Q-4 2015
Vol. II 2016
V Ethiopia Q-1 2016
VI Zimbabwe Q-2 2016
VII Jamaica Q-3 2016
VIII Brazil Q-4 2016
Vol. III 2017
IX India Q-1 2017
X Suriname Q-2 2017
XI The Caribbean Q-3 2017
XII United States/ Estados Unidos Q-4 2017
Vol. IV 2018
XIII Cuba Q-1 2018
XIV Guinea Q-2 2018
XV Indonesia Q-3 2018
XVI Sri Lanka Q-4 2018
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Vol. V 2019
XVII Russia Q-1 2019
XVIII Australia Q-2 2019
XIV South Korea Q-3 2019
XV Puerto Rico Q-4 2019
Issue Title Quarterly
Vol. VI 2020
XVI Trinidad & Tobago Q-1 2020
XVII Egypt Q-2 2020
XVIII Sierra Leone Q-3 2020
XIX South Africa Q-4 2020
XX Israel Bonus
Vol. VII 2021
XXI Haiti Q-1 2021
XXII Peru Q-2 2021
XXIII Costa Rica Q-3 2021
XXIV China Q-4 2021
XXV Japan Bonus
Vol VIII 2022
XXVI Chile Q-1 2022
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The e-Advocate Juvenile Justice Report
______
Vol. I – Juvenile Delinquency in The US
Vol. II. – The Prison Industrial Complex
Vol. III – Restorative/ Transformative Justice
Vol. IV – The Sixth Amendment Right to The Effective Assistance of Counsel
Vol. V – The Theological Foundations of Juvenile Justice
Vol. VI – Collaborating to Eradicate Juvenile Delinquency
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The e-Advocate Newsletter
Genesis of The Problem
Family Structure
Societal Influences
Evidence-Based Programming
Strengthening Assets v. Eliminating Deficits
2012 - Juvenile Delinquency in The US
Introduction/Ideology/Key Values
Philosophy/Application & Practice
Expungement & Pardons
Pardons & Clemency
Examples/Best Practices
2013 - Restorative Justice in The US
2014 - The Prison Industrial Complex
25% of the World's Inmates Are In the US
The Economics of Prison Enterprise
The Federal Bureau of Prisons
The After-Effects of Incarceration/Individual/Societal
The Fourth Amendment Project
The Sixth Amendment Project
The Eighth Amendment Project
The Adolescent Law Group
2015 - US Constitutional Issues In The New Millennium
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2018 - The Theological Law Firm Academy
The Theological Foundations of US Law & Government
The Economic Consequences of Legal Decision-Making
The Juvenile Justice Legislative Reform Initiative
The EB-5 International Investors Initiative
2017 - Organizational Development
The Board of Directors
The Inner Circle
Staff & Management
Succession Planning
Bonus #1 The Budget
Bonus #2 Data-Driven Resource Allocation
2018 - Sustainability
The Data-Driven Resource Allocation Process
The Quality Assurance Initiative
The Advocacy Foundation Endowments Initiative
The Community Engagement Strategy
2019 - Collaboration
Critical Thinking for Transformative Justice
International Labor Relations
Immigration
God's Will & The 21st Century Democratic Process
The Community Engagement Strategy
The 21st Century Charter Schools Initiative
2020 - Community Engagement
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Extras
The Nonprofit Advisors Group Newsletters
The 501(c)(3) Acquisition Process
The Board of Directors
The Gladiator Mentality
Strategic Planning
Fundraising
501(c)(3) Reinstatements
The Collaborative US/ International Newsletters
How You Think Is Everything
The Reciprocal Nature of Business Relationships
Accelerate Your Professional Development
The Competitive Nature of Grant Writing
Assessing The Risks
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About The Author
John C (Jack) Johnson III
Founder & CEO
Jack was educated at Temple University, in Philadelphia, Pennsylvania and Rutgers
Law School, in Camden, New Jersey. In 1999, he moved to Atlanta, Georgia to pursue
greater opportunities to provide Advocacy and Preventive Programmatic services for atrisk/
at-promise young persons, their families, and Justice Professionals embedded in the
Juvenile Justice process in order to help facilitate its transcendence into the 21 st Century.
There, along with a small group of community and faith-based professionals, “The Advocacy Foundation, Inc." was conceived
and developed over roughly a thirteen year period, originally chartered as a Juvenile Delinquency Prevention and Educational
Support Services organization consisting of Mentoring, Tutoring, Counseling, Character Development, Community Change
Management, Practitioner Re-Education & Training, and a host of related components.
The Foundation’s Overarching Mission is “To help Individuals, Organizations, & Communities Achieve Their Full Potential”, by
implementing a wide array of evidence-based proactive multi-disciplinary "Restorative & Transformative Justice" programs &
projects currently throughout the northeast, southeast, and western international-waters regions, providing prevention and support
services to at-risk/ at-promise youth, to young adults, to their families, and to Social Service, Justice and Mental
Health professionals” everywhere. The Foundation has since relocated its headquarters to Philadelphia, Pennsylvania, and been
expanded to include a three-tier mission.
In addition to his work with the Foundation, Jack also served as an Adjunct Professor of Law & Business at National-Louis
University of Atlanta (where he taught Political Science, Business & Legal Ethics, Labor & Employment Relations, and Critical
Thinking courses to undergraduate and graduate level students). Jack has also served as Board President for a host of wellestablished
and up & coming nonprofit organizations throughout the region, including “Visions Unlimited Community
Development Systems, Inc.”, a multi-million dollar, award-winning, Violence Prevention and Gang Intervention Social Service
organization in Atlanta, as well as Vice-Chair of the Georgia/ Metropolitan Atlanta Violence Prevention Partnership, a state-wide
300 organizational member, violence prevention group led by the Morehouse School of Medicine, Emory University and The
Original, Atlanta-Based, Martin Luther King Center.
Attorney Johnson’s prior accomplishments include a wide-array of Professional Legal practice areas, including Private Firm,
Corporate and Government postings, just about all of which yielded significant professional awards & accolades, the history and
chronology of which are available for review online. Throughout his career, Jack has served a wide variety of for-profit
corporations, law firms, and nonprofit organizations as Board Chairman, Secretary, Associate, and General Counsel since 1990.
www.TheAdvocacyFoundation.org
Clayton County Youth Services Partnership, Inc. – Chair; Georgia Violence Prevention Partnership, Inc – Vice Chair; Fayette
County NAACP - Legal Redress Committee Chairman; Clayton County Fatherhood Initiative Partnership – Principal
Investigator; Morehouse School of Medicine School of Community Health Feasibility Study - Steering Committee; Atlanta
Violence Prevention Capacity Building Project – Project Partner; Clayton County Minister’s Conference, President 2006-2007;
Liberty In Life Ministries, Inc. – Board Secretary; Young Adults Talk, Inc. – Board of Directors; ROYAL, Inc - Board of
Directors; Temple University Alumni Association; Rutgers Law School Alumni Association; Sertoma International; Our
Common Welfare Board of Directors – President)2003-2005; River’s Edge Elementary School PTA (Co-President); Summerhill
Community Ministries; Outstanding Young Men of America; Employee of the Year; Academic All-American - Basketball;
Church Trustee.
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www.TheAdvocacyFoundation.org
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