SAN Organization

As you build the foundation it is important to understand some of the  actual work you will need to do as you start operating as a Network. It  is also important to consider the governance structure.

Typically, networks have a governing body and a volunteer or paid  staff person. Boards establish policies, board members and staff execute  the policy. This model is referred to as a working board. As you think  about roles, be aware of the kinds of tasks that need to be done to  manage a network and which roles can be done by members of the Board.  Assess where you have in-house expertise and which functions you will  need to staff, whether through your staff person or through a  contractor.

Sustaining a social justice ministry relies on  your SAN’s ability to develop new leaders who will take  on responsibility and can lead the SAN in new and positive  directions. 

Think of leadership development as a way of approaching  everything you do as you engage in social justice  work.

Steps you can take to develop new leaders:

• Once you assume a leadership position, consider it your first priority to find your replacement and work with them throughout your term.
• Try not to do things for people that they can do themselves. This is especially important when working in partnership.
• Alternate who runs or facilitates meetings, who serves as spokesperson, and who plans or takes responsibility for various actions.
• Ask for feedback from new members of your Board or working groups on decisions that are being made. Be willing to be challenged and to change.
• If you’re doing something alone, stop and think about why that’s the  case and if you should be doing it at all. Sometimes it’s better to let  something fall than to carry it solely on your shoulders. This can be a  good wake up call for others that they cannot rely on one person to do all the work.
• Provide varying types of engagement for members of  your congregation. Different people will want to do different types of  social justice work—direct service, education, witness, and advocacy—and  new leaders will emerge naturally.
• Do one-to-one conversations between members of your  group. These conversations not only allow people to understand each  other’s motivations and interests, but also build an accountability  structure in which people begin working on behalf of the group rather  than themselves individually.Having a big sale, on-site celebrity, or other event? Be sure to announce it so everybody knows and gets excited about it.

The Board, in most cases is a legal entity with overall  responsibility for the organization. 

New members need to understand this  role and be given the tools to do this work. Listed below are key  functions of the board and some on-line resources to provide further  information.

• Determine the organization’s role and mission
• Select the Executive Director (or equivalent) and assess the Executive Director’s performance.
• Ensure effective planning. Provide adequate resources.
• Manage resources effectively. It is critical that Board members get  timely reports from the Board chair or staff and know what is happening  in the organization.
• Evaluate the organization’s programs and services.
• Ensure that the organization is adhering to its legal responsibilities.
• Recruit new Board members.

• Thank you notes for donations of time and money
• Finance – managing the accounts, preparing the financial reports, and filing tax returns
• Legal compliance – Filing tax returns and other state reports which may be required under your state’s incorporation laws
• Ongoing fund development – contacts with churches, membership drives, grants
• Web updates
• Communications – newsletters, email
• Volunteer engagement/follow-up
• Managing the issues, working with partners, designing campaigns,  organizing volunteers to take action: i.e., recruiting volunteers,  speaking engagements, attending events, correspondence, organizing  meetings.

Public Policy and Research Committee identifies and  implements the process for determining the priority issues for education  and advocacy; maintains awareness of relevant NJ legislative  developments and emerging priority issues; develops and maintains  strategic relationships with other statewide advocacy organizations to  establish partnering opportunities; coordinates with other UULMNJ  committees to maintain effective channels of communication, problem  identification, and establishing overarching
policies and procedures; identifies and maintains effective mechanisms  to communicate emerging legislative and public policy developments;  obtains or develops and shares relevant advocacy and educational  materials with interested congregants, statewide.

Mobilization/Rapid Response works under the Public  Policy & Research Committee to develop templates for advocacy,  including decision maker/legislators to be contacted, and develops  alerts to be issued through the Communications Committee.

Priority Issue Subcommittees: Economic Justice,  Health Care, Environment, and Emerging (other issues): Each subcommittee  has a coordinator, researches upcoming legislation, develops and  recommends position statements and advocacy action to the Public Policy  & Research Committee. Research will include input and assistance  from local Congregational Action Teams.

Communications oversees the various mechanisms for  communicating with congregations, the public at large, media, and public  officials. It coordinates work with other committees and subcommittees  that provide content for the website, media outlets, and communicates  with congregations and interested individuals. It serves as a resource,  housing communications tools such as a News Bureau, a speakers bureau,  publications development and fact sheets, e-communications, etc.

Congregational Relations develops, maintains and  enhances the relationship between the UULMNJ and NJ congregations to  support UULMNJ’s advocacy efforts through Congregation Action Teams and  congregations’ local social justice programs. It fosters the spiritual  foundation of justice ministry; gives input about, and assistance; with,  the Affiliation Agreement and process; supports the dynamics of the  Plenary Council; develops and disseminates educational and worship  materials; assists with leadership
training opportunities, lobby days, and conferences; fosters the engagement of youth and adult UUs.

Task Force for Organizational Structure and Incorporation coordinates and oversees completion of necessary steps to establish  UULMNJ as a non-profit organization; researches and presents options  concerning incorporation to Steering Committee/Board; oversees  application process to obtain status as a non-profit organization  (501c3) at federal and state level; reviews bylaws to ensure consistency  with
UULMNJ’s mission and intention to obtain non-profit status.

Development Committee researches and identifies  funding sources; coordinates and implements fundraising campaigns;  outreaches to individuals to become Friends of UULMNJ.

Financial/Budget Committee develops annual operating  budget and monitors expenditures; develops and maintains financial  procedures; liaisons with fiscal sponsor, as long as applicable.

Personnel/Policies and Procedures Committee develops  job descriptions and personnel policies; oversees hiring process,  drafts policies and procedures necessary for governance and operation of  organization.

Important Steps in Retaining Volunteers (From the Praxis Project Advocacy Curriculum, available at buildthewheel.org):

Follow Up: Thank-you, “no show” and reminder calls are all an important part of keeping volunteers.

Incentives: Frequent helper points, certificates, etc., really make a difference.

Flexibility: Not everyone can make it to the meeting. Find things to do for those who can’t.

Fun: People should look forward to the next time they volunteer!

Democracy: Everyone likes to have some say in what they’re involved in. Share decision making when possible.

Rituals: They don’t have to be fancy; just regular  “customs” that build organizational culture — like special ways of  opening or closing meetings, welcoming new volunteers, etc.

Efficiency: Respect people’s time, be organized.

Production: Make sure you accomplish something and always acknowledge what you’ve done together.

 Not all State Action Networks are incorporated.  Below are some options for the organization of your SAN:

• Nonprofit Corporation
• Part of an existing UU group- district, congregation, or other UU entity
• Informal – Ad Hoc –email list, Yahoo or Facebook group, etc. 

Questions to Consider

• What is our mission and vision? Do we need to be incorporated?
• Is there an organization that can serve as our fiscal agent enabling the Network to get grants and donations?
• Do we have resources to do reporting required under Incorporation?

Make sure you understand the rules for being an advocate. It is  critical that you understand what 501(c)(3) and 501(c)(4) organizations  can and cannot do. Even if you decide not to incorporate, you will be  obligated to follow the same rules as your fiscal agent, or any church  that supports you.

Nonprofit corporations are created by states. The federal  government determines the tax status. 

Your first step is to establish a  corporation in your state. Generally the information as to how to do  this is available from your Secretary of State. You should be able to  get information online by going to your state website. Many states allow  you to file for corporation status online for a small fee. You will be  required to submit at a minimum:

• Name of corporation
• Names and addresses of a Board of Directors including President, Secretary and Treasurer
• Articles of Incorporation – which are similar to by-laws
• By-laws

Articles of Incorporation are required by each state if you wish to  incorporate. Note that you must be incorporated by the state before you  can obtain tax-exempt status from the IRS. 

The Articles of Incorporation  are a legal document that establishes you as a specific type of  corporation within your state, provides a legal description of your  organization, and assigns specific powers to the Board. Each state has  its own rules which can generally be found in the Secretary of State  section of each website.

By-laws are a legal document that establishes the rules for how your  Network will operate. They serve as the contract between the corporation  (the Network) and the owners. By-laws can be very simple, but should  include:

• Purpose of the organization
• Membership – who the members are, how membership is granted and by whom
• Meetings – when they are held, when and how notice is made
• Board of Directors – role, size, composition, elections, quorum,  terms, notice of meetings, officers and duties, resignations, special  meetings
• Executive Director or equivalent – role and responsibilities
• Amendments to the By-laws and how they are made. 

The IRS requires that tax-exempt charitable organizations file an application under section 501(c) of  the Internal Revenue Code. Most organizations use Form 1023, Application  for Recognition of Exemption.  Due to changing rules it is impossible  for us to detail the process here. Generally it is recommended that you  obtain legal assistance to, at a minimum, review your application and  ensure that your By-laws and Articles of Incorporation are consistent  with all the requirements. 

There are two types of IRS designations:  501(c)(3) Non-profit, tax exempt

• Charitable, Educational Organization
• Donations ARE tax deductible
• Lobbying expense is limited to 20% of total expenditures and a 501(h) form needs to be filed

501(c)(4) Non-profit,

• Social Welfare Organization
• Donations ARE NOT tax deductible
• Lobbying is unlimited

General IRS resources:

Tax-Exempt Status for Your Organization 

Tax Information for Charitable Organizations 

Process for obtaining 501(c)(3)

If you are seeking status as a 501(c)(4), you still must file with  the IRS to ensure your revenues remain tax exempt. This IRS publication  provides more details:

501(c)(4): Social Welfare Organizations

 Here are a few resources:

Alliance for Justice –  The Nonprofit Advocacy Project (NAP) and Foundation Advocacy Initiative  (FAI) work to strengthen the voice of the nonprofit and philanthropic  sectors in important public policy debates by giving tax-exempt  organizations a better understanding of the laws that govern their  participation in the policy process.

Taking the 501(h) election at the National Council of Non-Profits website

UUA – The Real Rules

Rules for Church Lobbying can be found at these IRS sites:

Comprehensive guide from the IRS on Church activity

Tax Exempt Organizations and Political Activities

Charities, Churches and Politics