RUNNING HEAD A Case Study of Ronald McDonald House .docx

RUNNING HEAD: A Case Study of Ronald McDonald House
RONALD MCDONALD HOUSE
Financial Management and Ethical Considerations: A Case
Study of Ronald McDonald House
Maria Williams
Southern New Hampshire University
Financial Management and Ethical Considerations: A Case
Study of Ronald McDonald House
Only not for profit organizations that are performing
according to their mission statements are likely to survive in the
long term. Poorly managed organizations that struggle to attain
their mission and create real change are likely to be cast by the
side in favor of well managed and efficient ones. Thus, the
ability to evaluate an organization’s performance is essential to
its long term growth and sustainability. In 2018, the Ronald
McDonald House Charities provided more than 2 million
overstays to families of injured and sick children receiving care
in leading hospitals around the world (RMHC, 2018a),
signifying its growth over the years since its inception. Most
importantly, Ronald McDonald House Charities can only realize
its mission and survive in the long term by having ethical
financial management practices
Financial Management
Budgetary Resources, Structures, and Responsibility
From the resources perspective, Ronald McDonald Houses
Charities has adequate financial resources, to finance its
operating activities. An examination of the organization’s

annual report indicates that its total revenues increased from
$60.948 million in 2017 to $144.805 million in 2018 (RMHC,
2018a), representing an increase of more than 127 percent in
total revenue. The organization also has a strong budget
structure and budgetary team. Concerning budget structure,
Ronald McDonald Houses Charities prepares its budget using
accrual basis specifying sources or revenue and type of
expenses. Regarding budget responsibility, Ronald McDonald
Houses Charities has a board finance committee comprising of a
board chair, treasurer, organizational leaders, and finance
managers that oversees its budgetary needs (RMHC, 2018b).
However, an analysis of the organization’s financial
management practices shows that there is some conflict of
interest. In as much as the organization requires members to
sign conflict of interest (RMHC, 2018b), it is not clear what
constitutes conflict of interest. The other weakness is that
contributions account for more than 60 percent of total revenue.
In 2017, contributions accounted for nearly 65 percent of total
revenue, with the value increasing to 99.5 percent in 2018. In
light of this, the organization has an opportunity to increase its
total revenue by diversifying into other sources such as
organizing special events and investment activities.
Nonetheless, changes in federal and state regulations can
greatly affect the organization’s financial resources.
Fundraising Campaigns, Grant Possibilities, and Planned Giving
Opportunities
Ronald McDonald Houses Charities can attribute its strong
revenues to its fundraising campaigns, grant possibilities, and
giving opportunities. For instance, McDonalds, AbbVie, Coca
Cola Company, RBC, La-Z-Boy, Southwest Airline, and
Thrivent contributed more than $39.59 million and more than
$143.8 million of the total revenues in 2017 and 2018,
respectively. The organization also has massive grant
possibilities from in kind partners such as Alpha Delta Pi,
AT&T, Cargill, Keystone Foods, and Medela, who have
provided in kind support to Ronald McDonald Houses Charities

local chapters (RMHC, 2018a). The organization can attribute
its strong partnership with other organizations to its planned
giving opportunities. In 2018, the organization provided at least
2.5 million accommodations which saved families more than
$930 million in meals and accommodation (RMHC, 2018a).
Ronald McDonald Houses Charities can still increase the
number of partners by organizing clubby dinners and
encouraging creativity among employees. The organization
would experience significant revenue growth by doing so.
Nonetheless, changes in economic performance can greatly
impact the organization’s financial resources. An economic
slump can negatively affect McDonald’s and other partner’s
financial performance, thereby reducing the organization’s total
revenue.
Financial Management
The organization’s strong revenue base courtesy of its
partners means that board members can plan, organize, direct,
and control financial activities such as procurement and funds
utilization in an effective manner. Ronald MacDonald Houses
Charities would, for instance, strive at ensuring that program
services account for bigger percentage of its total budget. In
addition, the organization’s board finance committee would
strive at ensuring that the company applies appropriate
accounting policies such as accrual budgeting and adheres to the
United States Generally Acceptable Accounting Principles and
other regulations.
Ethical Issues
Budget and Fundraising Transparency
From the ethical perspective, Ronald McDonald Houses
Charities has a financial management standards and guidelines
resource to guide its chapters in financial practices. The
document promotes financial stewardship, integrity,
compliance, and accountability and transparency. Board
members must comply with numerous standards provided in the
document for realization of the aforementioned principles
(RMHC, 2018b). The organization also publishes its audited

annual reports in its website, which is a clear demonstration
that it operates in an open and honest way. It also demonstrates
the organization’s commitment to accurately report how it uses
its financial resources in compliance to the standards for charity
accountability by the Better Business Bureau.
Ethical Consideration
Although management and administration accounts for
only 2 percent of Ronald McDonald House Charities’ annual
operating ratios (RMHC, 2018a), increasing management and
administration costs to a considerable percentage of total
revenue would raise ethical concern. McDonald has been using
the organization’s name as a branding device, which creates
conflict of interest. Horovits (2013) indicates that this is despite
the fact that McDonald contributing only 20 percent of the
charity branded benefit. Inappropriate utilization of resources is
another ethical issue that may affect the organization’s long
term survival. Inability to keep track of contributions by
partners can also affect the organization’s brand image.
Nonetheless, the organization can adopt latest practices such as
use of information technology to enhance its financial
utilization and brand image. In addition to its financial
management standards and guidelines, the organization can
enhance ethical practices by developing a code of ethics for its
staff.
Public Image
Ronald McDonald House Charities can attribute its good
brand image to its ethical practices. In fact, the organization has
managed to attract a large pool of contributors and volunteers
because of its ethical practices and behavior. In 2018, the
organization received help from more than 500,000 volunteers
who supported its mission. This is due to the fact that 96 cents
of each dollar spent by the organization supported its numerous
programs.
Conclusion
Properlymanaged not for profit organizations that have no

problem attaining their mission and creating real change are
likely to survive in the long run. Ronald McDonald House
Charities has managed to remain in operations because of its
effective financial management and ethical practices. The
organization has adequate budgetary resources to manage its
operations. It also adheres to United States Generally
Acceptable Accounting Principles when preparing a budget and
has a board of finance committee that oversees budget
preparations. The organization also encourages transparency in
preparation of its annual reports and budgets.
References
Horovitz, B. (2013, October 29). McDonald’s slammed over
Ronald McDonald House giving. U.S. Today. Retrieved from
https://www.usatoday.com/story/money/business/2013/10/2
9/mcdonalds-ronald-mcdonald-house/3189709/
Ronald McDonald House Charities. (2018a). 2018 annual report.
Chicago, IL: Author
Ronald McDonald House Charities. (2018b). RMHC financial
management standards and guidelines. Chicago, IL: Author
RUNNING HEAD: Ronald McDonald Houses in Georgia
RONALD MCDONALD HOUSE
Ronald McDonald Houses in Georgia
Maria Williams

Southern New Hampshire
Ronald McDonald Houses in Georgia
Donor attrition is a major concern for not for profit
organizations. According to Holloway (2013), retaining donors
does not only enhance organizational effectiveness, but also
decreases funding challenges affecting many non-profit
organizations. In particular, there is a direct association
between organizational transparency and contributions in the
non-profit industry. Wenjun and Monit (2014) also indicate that
not for profit organizations should consider having effective
communication strategies in order to keep donors informed of
their actions and how an organization utilizes their
contributions. Lack of effective communication could result in
negative donor perceptions about an organization, leading to
high attrition rates. On the contrary, effective communication
strategies can improve relationships between non-profit
organizations and donors, leading to high donor retention rates
and increased contributions. In light of this, this paper analyses
leadership and communication strategies employed by Ronald
McDonald Houses in Macon Georgia.
Leadership Strategies
Board Structure
The Ronald McDonald Houses in Macon Georgia is headed
by a board of directors that comprises of a chairperson, a
secretary, a treasury, and members. In 2019, the organization’s
board of directors consisted of a total of 13 members (RMHC,
2020b). Different non-profit organizations use different board
structures. At the Ronald McDonald Houses in Macon, Georgia
is a governing board. The board derives its authority from the
owners as well as legal act of formation to direct and control
the organization’s activities. Just as it is for other Ronald
McDonald Houses charters, the board of directors approves
budget, hires and evaluates executive staff, develops the
organization’s strategic plan, carries out the Chapter’s policy

wok, and makes and amends bylaws (RMHC, 2020a). Thus, the
governing board at Ronald McDonald Houses in Macon,
Georgia sets organizational policies and works directly with the
executive director in managing the organization.
Human Resource Management Strategies
Currently, the Ronald McDonald Houses in Macon,
Georgia board of directors provides leadership through a
dedicated team of 9 employees comprising of a chief executive
officer, 5 program officers, and 3 development staffs. The
program officers comprise of a director of programs, a facilities
manager, program administrative assistant, a resident manager,
and an evening family services assistant. The development staff
include a director of development, a development manager, and
a development administrative assistant (RMHC, 2020b). All
Ronald McDonald Houses Charters have Board Development
Committees that help in figuring out the skill that a board
requires, recruiting new members, and ensuring that an
organization stays on course with its orientation and knowledge
development.
For staff utilization, Ronald McDonald Houses employ
staff with skills required to support board of directors in their
activities plus deliberations. All employees are required to
provide accurate, timely, as well as focused information. They
also inform the board of directors about new developments;
collect and analyze information for effective recommendations;
report budget information; take part in board recruitment; and
support board committees. With regards to employee retaining
and succession planning, all Ronald McDonald Houses Charters
including the one in Macon, Georgia have clear requirements
for employee retention and evaluation. For organization
succession, all Chapters have formal mentoring programs for
new board of director members for rapid orientation as well as
on-boarding (RMHC, 2020a).
Strengths and Weaknesses of Current Leadership Strategies
Having a formal mentoring program will help in reducing staff

turnover which does not only lower employee morale, but also
increases workload on remaining workers and affects
productivity. On the flip side, the leadership strategy employed
at Ronald McDonald Houses in Macon, Georgia can stifle
employee creativity and innovation. The best thing to do is to
allow workers to contribute ideas about how the organization
can improve its collections rather than reporting budgeting
information.
Communication Strategies
Organizational transparency is closely linked with mutual
understanding between an organization and its partners. Hence,
not for profit organizations must implement communication
strategies that enhance organizational transparency.
Organizations are only considered trustworthy if they are
transparent. Donors can only trust organizations that are
effectively utilizing their contributions (Albu & Wehmeier,
2014). In this regard, different non-profit organizations are
utilizing different communication and branding techniques to
meet their mission.
Communication strategies at Ronald McDonald Houses in
Macon, Georgia
The Ronald McDonald Houses in Macon, Georgia uses
both verbal and non verbal strategies of communication to
promote its values both internally and externally. The common
media of communication that the organization uses for verbal
communication include face to face communication, social
media platforms such as Facebook. With regards to non verbal
strategies, the organization utilizes memos and newspapers for
internal and external communication, respectively. Leonardi,
Huysman and Steinfield (2013) indicate that leaders of not for
profit organizations use of social media platforms has
tremendously transformed how organizations communicate with
their staff as well as what communication approaches are
effective to reach workers.
Public Relations and Branding Strategies at Ronald McDonald
Houses in Macon, Georgia

Ronald McDonald Houses use social storytelling to boost
donations for the chapter in Macon, Georgia and other
locations. In 2010, the Ronald McDonald Houses Charities
launched a campaign dabbed “Day of Change” to drive to
donate a portion of their balance whenever shopping at
McDonald restaurants. By using social media platforms to
spread the campaign, Ronald McDonald Houses Charities
managed to generate more than 180,000 interactions on its
Facebook page as well as chapter pages. This increased the
organizations online donations by 130 percent between August
2010 and August 2009 (Hibbard, 2011).
Opportunities
The organization should consider intercultural
communication to increase donor collection. Dang (2016)
indicates that leaders with intercultural teams must be cognizant
of each employee’s workload and workflow as well as cultural
differences because organizational diversity affects the way
intercultural groups communicate.
Conclusion
Effective leadership and communication strategies are
essential in minimizing donor attrition and increasing funding
for non-profit organizations. The Ronald McDonald Houses in
Macon, Georgia can attribute its success to its board of
directors that focuses on identifying the skill needed for
effective management, recruiting new members, and ensuring
that the organization stays on course with its orientation and
knowledge development. The organization can also attribute its
success to its organizational communication strategies,
including use of verbal and non verbal media of communication,
and its storytelling campaign.
References
Albu, O. B., & Wehmeier, S. (2014). Organizational
transparency and sense-making: The case
of northern rock. Journal of Public Relations Research,
26(2), 117-133.

Dang, L. (2016). Intercultural communication: Differences
between Western and Asian perspective [Thesis], Centria
University of Applied Sciences
Hibbard, C. (2011). Social storytelling boosts donations for
Ronald McDonald House Charities. Retrieved from
https://www.socialmediaexaminer.com/social-storytelling-
boosts- donations-for-ronald-mcdonald-house-charities/
Holloway, B. (2013). Using the phone to reduce donor attrition
and drive loyalty.
International Journal of Nonprofit & Voluntary Sector
Marketing, 18(1), 31-35.
Leonardi, P. M.,Huysman, M., & Steinfield, C. (2013).
Enterprise social media: Definition,
history, and prospects for the study of social technologies
in organizations. Journal of
Computer-Mediated Communication, 19(1), 1-19.
Ronald McDonald House Charities. (2020a). Ronald McDonald
House Charities: Governance guide. Retrieved from
https://www.rmhdurhamwake.org/wp-
content/uploads/2016/10/RMHC_Governance_Guide_Engli
sh.pdf
Ronald McDonald House Charities Central Georgia. (2020b).
2019 board of directors. Retrieved from
https://rmhccga.org/board.php
Wenjun, Z. & Monit, C. (2014). Multiple relationship-
management roles among communicators
in not-for-profit organizations. Human Service
Organizations: Management, Leadership
& Governance, 38(5), 423-434
Running head: STRATEGIC ANALYSIS
STRATEGIC ANALYSIS

Strategic Analysis
Maria Williams
Southern New Hampshire University
02/09/2020
Strategic Analysis
The not-for-profit organization on which this strategic
analysis will focus on is the Ronald McDonald House in Macon,
Georgia. Ronald McDonald House is a network of charities that
provide resources to help families stay connected and closer to
the care they need (Ronald McDonald House Charities (RMHC),
2020). The charity provides accommodation services to help
families to stay close to their children or other loved ones
receiving care in the hospital. These resources are based on the
belief that health care is best provided when the sick person is
surrounded by love and family.
My interest in this organization is based on experience and
understanding for the need of family-centered care for critical
care patients. Being a NICU nurse, such families are important
to be. I am interested in learning more about an organization
that gives families a place to stay close to the hospital, where
their loved ones are receiving treatment, so that they can be
available to offer the love and care that is vital to the healing
and recovery of their loved one.
Mission
The mission of Ronald McDonald House Charities of Central
Georgia is to provide support and care for families of children
who are seriously ill, medically fragile, or critically injured and
in treatment at medical facilities in the area.
The organization is based on the principle that home is where
the family is. They believe that healing occurs when an ill child
is surrounded by family in laughter and bedtime stories. The

services that the organization offers provide an island of refuge
in the midst of the many chaos associated with taking care of a
critically ill loved one (RMHC, 2020). Keeping families
together during the periods of critical care helps to improve the
experience and healing process of the patient and their family.
History
The first Ronald McDonald House was opened in 1974 in
Philadelphia. The initiation of this charity was inspired by the
experience of Fred Hill, the Philadelphia Eagles tight end, who
has a 3-year-old daughter being treated for Leukemia at the
Children’s Hospital of Philadelphia. During the treatment
experience, Fred and his wife Fran witnesses a lot of parents
and families suffering to see and stay with their sick children
(RMHC, 2020). A lot of parents, who could not afford hotels,
would stay in the waiting rooms for long periods of time after
travelling long distances. The Hills wanted to create a solution
for these kinds of families. They rallied funds from teammates
and support from Jim Murray, the team’s manager to support
Dr. Audrey Evans in opening a comfortable temporary residence
for families of children in treatment at the Children’s Hospital
of Philadelphia. Dr. Evans was the head of pediatric oncology at
the hospital, who had noticed the same problem and had the
temporary residence as the solution. Jim Murray helped to get
the support of Don Tuckerman working at the local McDonald’s
and the Ed Rensi, the McDonald’s regional manager to start a
St. Patrick’s Day Green Milkshake promotion (RMHC, 2020).
The proceeds of this promotion were used to buy an old house
close to the hospital that became the first Ronald McDonald
House. Four decades later, more than 366 new houses have been
opened around the world, serving more than 7,500 families.
Current Position
The Ronald McDonald House network currently has 217 family
rooms located in 23 countries. The program also operates 50
Care Mobile programs that provide dental and pediatric services
in 9 countries. It is estimated that over 7,500 families currently
benefit from the services that are offered by this organization.

There are currently 6 locations of the Ronald McDonald Houses
in Georgia, but only one is in Macon. This location serves
families from South and Central Georgia (RMHC, 2020).
References
Ronald McDonald House Charities (2020). Central Georgia: Our
Ronald McDonald House. Retrieved from:
https://rmhccga.org/rmd-house.php
Ronald McDonald House Charities (2020). Our History.
Retrieved from: https://www.rmhccoastalempire.org/who-we-
are/history/
1
OL 665 Final Project Guidelines and Rubric
Overview
Not-for-profit organizations represent a significant hiring pool
for new graduates in the United States. Not-for-profit
organizations are identified by the absence
of a monetary profit goal. Typically, the not-for-profit
organization’s existence is based on a desire to provide a public
benefit. Not-for-profit organizations exist
across industries and are present in education, healthcare,
development, and environmental agencies. Examples of not-for-
profit organizations include Doctors
without Borders, the American Red Cross, Teach for America,
and the World Food Program.

Not-for-profit organizations require leaders who can manage
them as businesses while understanding the needs of the
communities they serve. For this project,
you will conduct a strategic analysis of a not-for-profit
organization of your choice; in so doing, you will develop the
critical skills necessary for leadership and
management careers within the not-for-profit business sector.
To conduct your analysis, you will identify key financial
considerations, explore unique public
relations considerations, and consider issues of sustainability
within organizations with a not-for-profit designation. This
project will increase your versatility as a
leader and improve your appeal as a potential employee within
the not-for-profit business sector. The final product represents
an authentic demonstration of
competency because it asks you to critically evaluate factors
that contribute to the overall success of a not-for-profit
organization.
The project is divided into three milestones, which will be
submitted at various points throughout the course to scaffold
learning and ensure the quality of your
final submission. These milestones will be submitted in
Modules Three, Five, and Seven. The final product will be
submitted in Module Nine. Remember that
you final submission will include a conclusion that summarizes
the milestone work in a closing section.
In this assignment, you will demonstrate your mastery of the
following course outcomes:
of not-for-profit organizations for their effectiveness in
managing boards, volunteers, and

staff
-for-profit
organizations for how they advance shared values, attitudes, and
goals with all stakeholders
-
for-profit organizations for determining potential challenges to
financial operations
-for-profit entities
for their impact on public image
-
for-profit organizations impact their long-term sustainability
2
Prompt
For this project, you will choose a not-for-profit organization of
your choice—it must be a 501(c)(3) organization—and develop
a strategic analysis. You will report
on key areas of the organization and evaluate each for its
effectiveness in ensuring the long-term sustainability of the
organization. Use the following question to
guide your strategic analysis: To what extent is your chosen
not-for-profit organization operating to ensure its continued
sustainability?
Specifically, the following critical elements must be addressed:

I. Introduction: Introduce your chosen organization, supplying
background information relevant to communicating your
strategic analysis. Consider
information such as when, where, and how the organization was
founded.
II. Analysis
a) Leadership:
i. Discuss the specific board structure present in your chosen
organization, explaining the benefits of this structure.
ii. Discuss the current management strategies for recruiting,
utilizing, and retaining human capital, including to what extent
a succession
plan is in place.
iii. Evaluate the current leadership strategies and organizational
structure for strengths and weaknesses in managing boards,
volunteers,
and staff.
b) Communications:
i. Discuss the current communication strategies being used
throughout the organization, internally and externally, for
promoting the
organization's shared values.
ii. Discuss the organization’s public relations strategies and
specific branding techniques.
iii. Evaluate the current communication strategies for
opportunities for advancing the goals of the organization both
internally and

externally.
c) Finances:
i. Discuss the organization’s current budgetary resources,
structure, and responsibilities.
ii. Discuss the organization’s current fundraising campaigns,
grant possibilities, and planned giving opportunities and their
impact on the
overall budget.
iii. Determine potential challenges to the financial operation of
the organization based on your analysis of its overall financial
management.
d) Ethics:
i. Discuss the organization’s handling of budget and fundraising
transparency, specifically in regards to its adherence to
established codes,
principles, and ethics of the industry.
ii. Discuss ethical considerations the organization faces related
to conflict of interest, privacy, and compensation.
iii. Evaluate how the ethical operation of this organization has
impacted its public image.
3
III. Evaluation
a) Summarize the most significant strengths and weaknesses of
the not-for-profit organization.
b) Evaluate the organization’s long-term sustainability under

the current operational strategies. Consider how the major
strengths and weaknesses
of this organization factor into its sustainability.
IV. Conclusion: Summarize your position on the organization’s
long-term sustainability, including suggestions for the
organization to support future
sustainability. Support each suggestion with your rationale.
Milestones
Milestone One: Organizational Profile
In Module Three, you will develop a detailed profile of the not-
for-profit organization on which you will perform your strategic
analysis. This milestone will be
graded with the Milestone One Rubric.
Milestone Two: Leadership and Communication
In Module Five, you will analyze the leadership strategies and
communication practices of the not-for-profit organization on
which you will perform your strategic
analysis. This milestone will be graded with the Milestone Two
Rubric.
Milestone Three: Financial Management and Ethics
In Module Seven, you will analyze the financial management
and ethical practices of the not-for-profit organization on which
you will perform your strategic
analysis. This milestone will be graded with the Milestone
Three Rubric.
Final Submission: Strategic Analysis of a Not-for-Profit
Organization
In Module Nine, you will submit your final project. It should be

a complete, polished artifact containing all of the critical
elements of the final product. It should
reflect the incorporation of feedback gained throughout the
course. Conclude your plan by applying the knowledge you have
gained over the course of the
project. This submission will be graded with the Final Project
Rubric.
4
Deliverables
Milestone Deliverable Module Due Grading
One Organizational Profile Three Graded separately; Milestone
One Rubric
Two Leadership and Communication Five Graded separately;
Milestone Two Rubric
Three Financial Management and Ethics Seven Graded
separately; Milestone Three Rubric
Final Submission: Strategic Analysis of a
Not-for-Profit Organization
Nine Graded separately; Final Project Rubric
Final Project Rubric
Guidelines for Submission: Your strategic analysis should be
10–12 pages (not including the title page or references), double

spaced with 12-point Times New
Roman font, one-inch margins, and APA formatting.
Critical Elements Exemplary (100%) Proficient (90%) Needs
Improvement (70%) Not Evident (0%) Value
Introduction
Meets “Proficient” criteria, and
introduction demonstrates a
sophisticated awareness of the
details that contribute to
communicating the strategic
analysis
Introduces chosen
organization, supplying all
necessary background
information for communicating
the strategic analysis
Introduces chosen organization,
supplying all necessary
background information for
communicating the strategic
analysis, but introduction is
cursory
Does not introduce chosen
organization
5
Leadership: Board
Structure

[OL-665-01]
discussion demonstrates a
nuances of board types within
not-for-profit organizations
Discusses the specific board
structure present in chosen
organization, explaining the
benefits of this structure
Discusses the specific board
structure present in chosen
organization, but discussion is
cursory, contains inaccuracies, or
does not explain benefits
Does not discuss the specific
board structure present in
chosen organization
6
Leadership:
Management Strategies
[OL-665-01]
complex grasp of personnel
management strategies

Discusses the current
management strategies for
recruiting, utilizing, and
retaining human capital,
including to what extent a
succession plan is in place
recruiting, utilizing, and retaining
human capital, including to what
extent a succession plan is in
place, but discussion is cursory or
contains inaccuracies
Does not discuss the current
recruiting, utilizing, and
retaining human capital
6
5
Leadership: Leadership
Strategies
[OL-665-01]
evaluation demonstrates
nuanced understanding of how
leadership strategies and

organizational structure
influence managing boards,
volunteers, and staff
Evaluates the current
organizational structure for
strengths and weaknesses in
managing boards, volunteers,
and staff
Evaluates the current leadership
strategies and organizational
structure but evaluation is cursory
or contains inaccuracies
Does not evaluate the current
organizational structure
6
Communications:
Communication
Strategies
[OL-665-02]
sophisticated grasp of
communication strategies used
to promote shared values
communication strategies

being used throughout the
organization, internally and
externally, for promoting the
organization's shared values
communication strategies being
used throughout the organization,
internally and externally, for
promoting the organization's
shared values, but discussion is
cursory or contains inaccuracies
Does not discuss the current
communication strategies
being used throughout the
organization
6
Communications: Public
Relations
[OL-665-02]
description demonstrates
nuanced understanding of the
organization's public relations
strategies and branding
techniques
Discusses the organization's
public relations strategies and
specific branding techniques

Discusses the organization's public
relations strategies and specific
branding techniques, but
discussion is cursory or contains
inaccuracies
Does not discuss the
organization's public relations
strategies and specific
branding techniques
6
Communications:
Advancing the Goals
[OL-665-02]
nuanced understanding of how
communication strategies can
support advancing the goals of
the organization
communication strategies for
opportunities for advancing the
goals of the organization both
internally and externally
opportunities for advancing the
goals of the organization both
internally and externally, but

evaluation is cursory or contains
inaccuracies
Does not evaluate the current
opportunities for advancing
the goals of the organization
both internally and externally
6
Finances: Budgetary
Resources, Structure,
and Responsibilities
[OL-665-03]
discussion demonstrates
nuanced understanding of
budgetary resources, structure,
and responsibilities
current budgetary resources,
structure, and responsibilities
current budgetary resources,
structure, and responsibilities, but
discussion is cursory or includes
inaccuracies
organization's current
budgetary resources,

structure, and responsibilities
6
6
Finances: Fundraising
Campaigns, Grant
Possibilities, and
Planned Giving
Opportunities
[OL-665-03]
impact of fundraising on the
organization’s budget
Discusses the organization’s
current fundraising campaigns,
grant possibilities, and planned
giving opportunities and their
impact on the overall budget
Discusses the organization’s
current fundraising campaigns,
grant possibilities, and planned
impact on the overall budget, but
inaccuracies

organization’s current
fundraising campaigns, grant
possibilities, and planned
impact on the overall budget
6
Finances: Financial
Management
[OL-665-03]
determination demonstrates a
financial management and
fiduciary responsibilities
Determines potential
challenges to the financial
operation of the organization
based on the analysis of its
overall financial management
Determines potential challenges to
the financial operation of the
organization based on the analysis
of its overall financial management
, but determinations are is cursory
or illogical
Does not determine potential
challenges to the financial

based on the analysis of its
overall financial management
6
Ethics: Budget and
Fundraising
Transparency
[OL-665-04]
sophisticated awareness of
transparency and industry-wide
ethical standards
handling of budget and
fundraising transparency,
specifically in regards to
adherence to established
codes, principles, and ethics of
the industry
handling of budget and fundraising
transparency, specifically in
regards to adherence to
established codes, principles, and
ethics of the industry, but
inaccuracies
organization's handling of

budget and fundraising
transparency, specifically in
regards to adherence to
established codes, principles,
and ethics of the industry
6
Ethics: Ethical
Considerations
[OL-665-04]
sophisticated awareness of
ethical considerations related
to a not-for-profit organization
Discusses ethical
considerations the organization
faces related to conflict of
interest, privacy, and
compensation
Discusses ethical considerations
the organization faces related to
conflict of interest, privacy, and
compensation, but discussion is
cursory or overlooks key concerns
Does not discuss additional
ethical considerations related
to conflict of interest, privacy,
and compensation

6
Ethics: Public Image
[OL-665-04]
ethical considerations
Evaluates how the ethical
has impacted its public image
Evaluates how the ethical
operation of the organization has
impacted its public image, but
evaluation is cursory
Does not evaluate how the
ethical operation of the
organization has impacted its
public image
6
Evaluation: Strengths
and Weaknesses
[OL-665-05]
summary demonstrates
sophisticated grasp of the
factors that become strengths
or weaknesses within not-for-

profit organizations
Summarizes the most
significant strengths and
weaknesses of this not-for-
profit organization
Summarizes the most significant
strengths and weaknesses of this
not-for-profit organization, but
summary is cursory or contains
inaccuracies
Does not summarize the most
significant strengths and
weaknesses of this not-for-
profit organization
6
7
Evaluation:
Sustainability
[OL-665-05]
evaluation demonstrates a
sophisticated understanding of
how organizational strengths
and weakness factor into long-
term sustainability

Evaluates the organization’s
long-term sustainability under
the current operational
strategies
Evaluates the organization’s long-
term sustainability under the
current operational strategies, but
evaluation lacks detail or is illogical
Does not evaluate the
organization’s long-term
sustainability under the
current operational strategies
6
Conclusion
[OL-665-05]
rationale demonstrates a
sophisticated grasp of
sustainability considerations
Summarizes position on the
sustainability, including
suggestions for the
organization to support future
sustainability, and supports
each suggestion with rationale
Summarizes position on the
sustainability, including

suggestions for the organization to
support future sustainability, but
summary is cursory or illogical, or
suggestions lack support
Does not summarize position
on the organization’s long-
term sustainability
6
Articulation of
Response
Submission is free of errors
related to citations, grammar,
spelling, syntax, and
organization and is presented in
a professional and easy to read
format
Submission has no major errors
spelling, syntax, or organization
Submission has major errors
spelling, syntax, or organization
that negatively impact readability
and articulation of main ideas
Submission has critical errors
spelling, syntax, or
organization that prevent
understanding of ideas

RUNNING HEAD A Case Study of Ronald McDonald House .docx

Recommended

Recommended

More Related Content

Similar to RUNNING HEAD A Case Study of Ronald McDonald House .docx

Similar to RUNNING HEAD A Case Study of Ronald McDonald House .docx (20)

More from toddr4

More from toddr4 (20)

Recently uploaded

Recently uploaded (20)

RUNNING HEAD A Case Study of Ronald McDonald House .docx