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December 25, 2024 BY Yisroel Kilstein, CPA

Self-Dealing Could Spell Disaster for Private Foundations

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What Constitutes Self-Dealing?

In our previous article, we discussed excess benefit transactions and how they affect public charities. In these transactions, a nonprofit “insider” receives compensation or benefits that exceed the fair market value. In this article, we’ll focus on the rules that apply to private foundations. While many of the same rules apply to both public charities and private foundations, private foundations face additional restrictions—one of the most significant being the prohibition against self-dealing.

What is Self-Dealing?

The IRS has strict rules about self-dealing transactions in private foundations. Self-dealing occurs when a private foundation engages in a transaction with certain individuals or entities, called “disqualified persons,” that benefits them personally. These transactions can lead to severe financial penalties for the foundation and those involved.

Who is a “Disqualified Person”?

The IRS defines a disqualified person as someone who holds a significant position within the private foundation. Specifically, a disqualified person includes:

  • Substantial donors to the foundation.
  • Foundation managers, including officers, directors, and trustees.
  • Family members of the above individuals.
  • Individuals or entities who own more than 20% of any business that contributes to or benefits from the foundation.

Additionally, disqualified persons also include:

  • Corporations or partnerships where any of the above individuals holds more than 35% of the voting power.
  • Trusts or estates where these individuals hold more than 35% of the beneficial interest.

Disqualified persons also include government officials and others who have significant control over the foundation.

Why Does This Matter?

If a disqualified person owns more than the permitted percentage of a business, they may incur an excise tax on the excess holdings. The private foundation generally has a 90-day period to reduce these excess holdings through divestment, with potential extensions under specific circumstances.

What Transactions are Considered Self-Dealing?

A disqualified person cannot engage in certain transactions with the private foundation as they may be considered acts of self-dealing. These include:

  • Selling, exchanging, or leasing foundation property.
  • Lending money or extending credit to or from the foundation.
  • Furnishing goods, services, or facilities to the foundation, with few exceptions (e.g., interest-free loans).
  • Paying compensation or covering expenses for disqualified persons.

Additionally, the IRS treats transfers of foundation income or assets for the benefit of disqualified persons as self-dealing. This can even apply to certain government officials or transactions between entities controlled by the private foundation.

What Are the Consequences of Self-Dealing?

The IRS has very strong penalties for engaging in self-dealing. Under Internal Revenue Code Section 4941, a disqualified person involved in self-dealing is subject to a minimum 10% excise tax on the amount involved in the transaction. Foundation managers (such as officers, directors, or trustees) who knowingly participate in self-dealing face a 5% excise tax on the transaction amount.

It’s important to note that participation in self-dealing is not limited to actively engaging in the transaction. Failure to act or speak up when required—such as remaining silent or not intervening when there’s a clear duty to prevent self-dealing—can also result in penalties.

If the violation isn’t corrected, the IRS imposes a 200% excise tax on the amount involved for the disqualified person. Additionally, if foundation managers fail to take corrective action, they face an additional 50% excise tax on the amount involved in the self-dealing transaction.

Are There Exceptions?

There are a few exceptions to these self-dealing rules. For instance, payments made to disqualified persons are not considered self-dealing if they are for reasonable and necessary services that help the foundation carry out its exempt purposes. However, the IRS closely scrutinizes what constitutes “reasonable and necessary,” so it’s essential for foundations to carefully document and justify such payments.

Final Thoughts

When managing a private foundation, it’s crucial to avoid casual transactions and approach relationships with insiders carefully. Engaging in self-dealing or violating IRS rules can result in serious financial penalties and damage to the foundation’s reputation. To ensure compliance with the law, always consult with a tax professional or accountant before engaging in any potentially questionable transactions.

Non-profit organizations are always on the lookout for new and innovative ways to raise funds to support their mission. Accepting donations of appreciated stock is a game-changing strategy that deserves a place in every non-profit’s toolbox.

Fundraising managers may wonder, “Stocks? Isn’t that more of an investor thing?”, and they would be correct. However, accepting donations of stock or securities offers much more than an investment opportunity. It’s a tax-saving strategy that results in a win-win-win for the non-profit, its donors, and the causes it supports.

This material has been prepared for informational purposes only and is not intended to provide or be relied upon for legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

November 13, 2024 BY Jacob Halberstam, CFP

How The Sharpest Nonprofits Are Benefiting From Donations of Appreciated Stock

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Non-profit organizations are always on the lookout for new and innovative ways to raise funds to support their mission. Accepting donations of appreciated stock is a game-changing strategy that deserves a place in every non-profit’s toolbox.

Fundraising managers may wonder, “Stocks? Isn’t that more of an investor thing?”, and they would be correct. However, accepting donations of stock or securities offers much more than an investment opportunity. It’s a tax-saving strategy that results in a win-win-win for the non-profit, its donors, and the causes it supports.

With the bull market in stocks celebrating its second birthday, many potential donors have likely seen sizable gains in their investment accounts, especially those who have invested heavily in the tech and AI sectors. While that’s great for their personal wealth, it also creates a tricky tax situation when the time comes to sell those investments, and they are often exposed to hefty capital gains taxes.

Enter the beauty of donating appreciated stock. By gifting those shares directly to your non-profit, your donors can:

  1. Avoid paying capital gains tax on the appreciation of stocks or securities
  2. Become eligible to claim a charitable deduction, sometimes for the full fair market value of those assets
  3. Continue to support the causes they care about

Receiving stock donations is a transformative opportunity for non-profits. Unlike individual investors, non-profit organizations don’t have to worry about capital gains taxes when selling donated shares. This strategy allows them to retain the full value of the donation and boosts the impact of the gift on the organization’s mission. Many donors are actively seeking tax-efficient ways to support the causes they believe in. Offering this donation option makes your organization an attractive choice and differentiates it from other charities.

What practical steps can a non-profit take to implement this strategy? By simply opening a brokerage account to accept stock donations, your organization can unlock a powerful new fundraising channel that benefits everyone involved.

The process is surprisingly simple:

  1. Open a brokerage account specifically for accepting stock donations
  2. Promote this giving option to your donor base, highlighting its tax benefits
  3. Provide clear instructions on how donors can initiate the transfer

The donor handles the stock transfer, while the organization receives the full value of the investment asset; both come out ahead. If the donor is being serviced by a financial advisor, this strategy can be implemented as easily as a cash donation. If they do not have a capable advisor, suggest that they reach out to our affiliate wealth management group, Equinum, to receive professional, white glove service.

In a market flush with investor gains, tapping into donated appreciated stock can be a powerful fundraising strategy for non-profits. It allows donors to maximize the impact of their gift, while the non-profit retains its full value to drive its mission forward. Potential donors should consult with their tax advisors to ensure this strategy aligns with their goals and that they are prepared to meet all legal requirements.

Why should your organization wait any longer? Open a brokerage account and start spreading the word. Your donors – and your bottom line – will thank you.

This material has been prepared for informational purposes only and is not intended to provide or be relied upon for legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

April 01, 2024 BY Moshe Seidenfeld, CPA

Do You Have Substantiation for Charity Given in 2023?

Do You Have Substantiation for Charity Given in 2023?
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Did you donate to charity last year? Acknowledgment letters from the charities you gave to may have already shown up in your mailbox. But if you didn’t receive such a letter, can you still claim a deduction for the gift on your 2023 income tax return? It depends.

What the Law Requires

To prove a charitable donation for which you claim a tax deduction, you must comply with IRS substantiation requirements. For a donation of $250 or more, this includes obtaining a contemporaneous written acknowledgment from the charitable organization stating the amount of the donation, whether you received any goods or services in consideration for the donation and the value of any such goods or services.

“Contemporaneous” means the earlier of: The date you file your tax return or the extended due date of your return. Therefore, if you made a donation in 2023 but haven’t yet received substantiation from the charity, it’s not too late — as long as you haven’t filed your 2023 return. Contact the charity now and request a written acknowledgment. Keep in mind that, if you made a cash gift of under $250 with a check or credit card, generally a canceled check, bank statement or credit card statement is adequate. However, if you received something in return for the donation, you generally must reduce your deduction by its value — and the charity is required to provide you with a written acknowledgment as described earlier.

No Longer a Tax Break for Nonitemizers

Currently, taxpayers who don’t itemize their deductions (and instead claim the standard deduction) can’t claim a charitable deduction. Under previous COVID-19 relief laws, an individual who didn’t itemize deductions could claim a limited federal income tax write-off for cash contributions to IRS-approved charities for the 2020 and 2021 tax years. Unfortunately, the deduction for nonitemizers isn’t available for 2022 or 2023.

More Requirements for Certain Donations

Some types of donations require additional substantiation. For example, if you donate property valued at more than $500, you must attach a completed Form 8283 (Noncash Charitable Contributions) to your return. For donated property with a value of more than $5,000, you generally must obtain a qualified appraisal and attach an appraisal summary to your tax return.

Donor Advised Charitable Giving

Many donors opt for effectuating their charitable giving through a donor-advised fund (DAF). Giving to charity through a DAF offers an immediate tax deduction and affords strong support documentation to ward off trouble should a donor be challenged by the IRS.

Contact your accounting professional at Roth&Co if you have questions about whether you have the required substantiation for the donations you hope to deduct on your 2023 tax return. We can also advise on the substantiation you’ll need for gifts you’re planning this year to ensure you can enjoy the desired deductions on your 2024 return.

 

This material has been prepared for informational purposes only, and is not intended to provide or be relied upon for legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

June 08, 2023

Nonprofits and Insurance: Getting it Just Right

Nonprofits and Insurance: Getting it Just Right
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Whether you’re starting up a not-for-profit organization or your nonprofit has existed for years, you may have questions about insurance. For starters: What kind do you need? How much? Are you required by your state or by grantmakers to carry certain coverage?

Much depends on your organization’s size, scope and programming. But your goal should be to carry what’s required to meet any regulatory or funding mandates and to address legitimate risks. Although there are many types of insurance available to nonprofits, it’s unlikely that you need all of them.

The essentials

One type of insurance you do need is a general liability policy for accidents and injuries suffered on your property by clients, volunteers, suppliers, visitors and anyone other than employees. Your state also likely mandates unemployment insurance as well as workers’ compensation coverage.

Property insurance that covers theft and damage to your buildings, furniture, fixtures, supplies and other physical assets is essential, too. When buying a property insurance policy, make sure it covers the replacement cost of assets, rather than their current market value (which is likely to be much lower).

Depending on your nonprofit’s operations and assets, you might want to consider such optional policies as automobile, product liability, fraud/employee dishonesty, business interruption, umbrella coverage, and directors and officers liability. Insurance also is available to cover risks associated with special events. Before purchasing a separate policy, however, check whether your nonprofit’s general liability insurance extends to special events.

Biggest threats

Because you’re likely to be working with a limited budget, prioritize the risks that pose the greatest threats. Then discuss with your financial and insurance advisors the kinds — and amounts — of coverage that will mitigate those risks.

Be careful not to assume insurance alone will address your nonprofit’s exposure. Your objective should be to never actually need insurance benefits. To that end, put in place internal controls and other risk-avoidance policies such as new employee orientations and ongoing training.

Don’t go overboard

Some organizations buy more insurance coverage than they need, which can be costly. Make sure you’ve thoroughly analyzed your nonprofit’s risks and buy only what’s necessary to protect people and assets.

This material has been prepared for informational purposes only, and is not intended to provide, nor should it be relied upon for, legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

© 2023

May 10, 2023

Webinar Recap | Clarifying NYS Budget Impact on Universal Meals

Webinar Recap | Clarifying NYS Budget Impact on Universal Meals
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School Management Solutions, a Roth&Co affiliate, hosted a webinar yesterday featuring Roth&Co Manager Yisroel Lowinger, CPA , along with Rabbi Yehoshua Pinkus, Director of Yeshiva Services at Agudath Israel of America.

The 30-minute webinar clarified the impact of NYS’ recently released budget for school meal programs. Lowinger discussed what CEP covers, who is eligible, how and when to apply, the anticipated benefits from the new NYS budget, and how summer 2023 will be affected.

Watch the video recap below:

Below are the links which were referenced in the webinar:

CEP Guidance

CEP Application ’23-’24 (direct download link)

CEP Application Instructions

Sample Roster For DCMP (direct download link)

Sample Roster For GoAnywhere (direct download link)

GoAnywhere Access Request Form

With 20+ years’ experience, SMS guides schools in all food and nutrition program needs including application assistance, procurement, program maintenance, compliance and government communications. For further guidance, please reach out to School Management Solutions at info@smsny.net or 718-480-5606.

March 06, 2023

Passing the Public Support Test

Passing the Public Support Test
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Unless 501(c)(3) organizations prove they’re publicly supported, the IRS assumes they’re private foundations. The distinction is important because publicly supported charities enjoy higher tax-deductible donation limits and generally are exempt from excise taxes and related penalties.

The tax code recognizes several types of publicly supported organizations, but most 501(c)(3) charities fall into one of two categories. The first, Sec. 509(a)(1) organizations, primarily rely on donations from the general public, governmental units and other public charities. The second category, Sec. 509(a)(2) organizations, have significant program revenue. The IRS has established tests for each type of organization. If your nonprofit doesn’t pass the 509(a)(1) test, it may qualify under Sec. 509(a)(2).

First test

The Sec. 509(a)(1) test requires that:

  1. You have at least one third of your total support from the public, governmental agencies or other public charities, or
  2. You have at least 10% of your total support from such sources and that the “facts and circumstances” indicate you’re a publicly supported organization.

Several facts and circumstances help determine whether your organization is publicly supported — for example, whether you have actual sources of support above the 10% threshold, answer to a representative governing body and serve the general public on a continuing basis. Such tests measure public support over a five-year period, including the current and four prior tax years.

The public support percentage excludes certain types of contributions, program revenue fees from related activities, unrelated business income, investment income and “unusual grants.” Net income from unrelated activities and gross investment returns are included in total support, though unusual grants aren’t.

Second test

Under the Sec. 509(a)(2) test, your organization must receive at least one-third of its support from contributions from the public and gross receipts from activities related to its tax-exempt purpose. No more than one-third of its support may be from investment income and unrelated business taxable income. Public support is measured over a five-year period.

This test is subject to limitations. When calculating public support, you can count only the greater of $5,000 or 1% of your total exempt-purpose-related revenue from a single individual, corporation or governmental unit in the numerator. Receipts of any type or amount from disqualified persons, such as board members, aren’t considered public support either.

Be careful about misclassifying gross receipts that are subject to the limits. IRS auditors will look for payments that should be deemed gross receipts but instead are classified as, for example, contributions, gross investment income or unrelated business taxable activity.

Mission critical

It’s critical to maintain your nonprofit’s publicly supported status. Certain organizations automatically qualify as public charities. For other nonprofits, we can help determine whether you pass one of the two tests.

© 2023

This material has been prepared for informational purposes only, and is not intended to provide, nor should it be relied upon for, legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

 

February 02, 2023

Before your nonprofit celebrates that new grant…

Before your nonprofit celebrates that new grant…
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Most not-for-profits can’t afford to turn down offers of financial support. At the same time, you shouldn’t blindly accept government or foundation grants simply because they’re offered. Some grants may come with excessive administrative burdens, cost inefficiencies and lost opportunities. Here’s how to evaluate them.

Administrative and other burdens

Smaller or newer nonprofits are at particular risk of unexpected consequences when they accept grants. But larger and growing organizations also need to be careful. As organizations expand, they usually enjoy more opportunities to widen the scope of their programming. This can open the door to more grants, including some that are outside the organization’s expertise and experience.

Even small grants can bring sizable administrative burdens — for example, potential reporting requirements. You might not have staff with the requisite experience, or you may lack the processes and controls to collect the necessary data.

Grants that go outside your organization’s original mission can pose problems, too. For example, they might cause you to face IRS scrutiny regarding your exempt status.

Costs vs. benefits

As for costs, your nonprofit might incur expenses to complete a program that may not be allowable or reimbursable under the grant. As part of your initial grant research, be sure to calculate all possible costs against the original grant amount to determine its ultimate benefit to your organization.

Then, if you decide to go ahead with the grant, analyze any lost opportunity considerations. For unreimbursed costs associated with new grants, consider how else your organization could spend that money. Also think about how the grant affects staffing. Do you have staff resources in place or will you need to hire additional staff? Could you get more mission-related bang for your buck if you spent funds on an existing program as opposed to a new program?

Quantifying the benefit of a new grant or program can be equally (or more) challenging than identifying its costs. Assess each program to determine its impact on your organization’s mission. This will allow you to answer critical questions when evaluating a potential grant.

The long-run

If your organization has lost grants during the COVID-19 pandemic, you’re probably tempted to welcome any new funds with open arms. But in the long-run, it pays to scrutinize grants before you accept them. Contact us if your nonprofit is trying to grow revenue and needs fresh ideas.

 

This material has been prepared for informational purposes only, and is not intended to provide, nor should it be relied upon for, legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

© 2023

September 22, 2022

How Your Nonprofit Can Break Bad Budget Habits

How Your Nonprofit Can Break Bad Budget Habits
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Fall is here, and many not-for-profits are starting to think about their 2023 budgets. If your budget process is on autopilot, think about changing things up this year — particularly if you’ve experienced recent shortfalls or found your budget to be less resilient than you’d like. Here are some ways for you to rethink your budgeting:

A holistic approach

Your nonprofit may not always approach its budget efficiently and productively. For example, budgeting may be done in silos, with little or no consultation among departments. Goals are set by executives, individual departments come up with their own budgets, and accounting or finance is charged with crunching the numbers.

You’d be better off approaching the process holistically. This requires collaboration and communication. Rather than forecasting on their own, accounting and finance should gather information from all departments.

Under-budgeting tendencies

Another habit to break? Underbudgeting. You can improve accuracy with techniques such as forecasting. This process projects financial performance based on:

  • Historical data (for example, giving patterns),
  • Economic and other trends, and
  • Assumptions about circumstances expected to affect you during the budget period (for example, a major capital campaign).

Forecasting generally takes a longer-term view than budgeting — say, five years versus the typical one-year budget. It also provides valuable information to guide budget allocations and strategic planning.

You also might want to do some budget modeling where you game out different scenarios. Consider your options if, for example, you lost a major grant or were (again) unable to hold big, in-person fundraising events.

If the COVID-19 pandemic has proven anything for nonprofits, it’s the necessity of rainy-day funds. If you don’t already have a reserve fund, establish one. If you do have a reserve fund, avoid the temptation to skip a budget period or two of funding for it.

More ideas

Another idea is to switch from your annual budget to a more flexible, rolling budget. You would still budget for four quarters but set certain intervals during which you’d adjust the numbers as circumstances dictate. Typically favored by organizations that experience volatile financial and service environments, rolling budgets can empower nonprofits to respond better to both crises and opportunities in a timely manner. Reach out for more ideas on crafting an accurate and effective budget.

 

June 05, 2020

The PPP Flexibility Act Signed Into Law

The PPP Flexibility Act Signed Into Law
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On, June 5th, 2020, President Trump signed the Paycheck Protection Program Flexibility Act (PPPFA) into law, which gives small businesses more flexibility in how they spend federal loans provided by the Paycheck Protection Program.

Under the act, the following changes were made:

  • The covered period to spend the loan proceeds was extended from 8 weeks to 24 weeks. Note: the loan amount will remain the same, borrowers just have more time to spend it and receive forgiveness. Businesses who received a loan prior to June 5, can still elect to use an 8 week period.
  • Only 60% of the loan amount must be allocated to payroll costs, instead of the previous 75%. The current language indicates that the 60% is now ‘all or nothing’. In other words, if 60% of payroll costs is not reached within the allowed 24 weeks, there will be zero forgiveness. There are legislators who have asked the SBA to not include this in the regulation.
  • The safe harbor to rehire employees in order to maintain FTE numbers was moved from June 30 to December 31. In addition, the amount of loan forgiveness will not be reduced due to loss of employees if the borrower can document the inability to hire or rehire new employees, due to the business’s inability to return to its pre-February 15 operating levels due to compliance of various regulations.
  • Employers who obtain forgiveness of a PPP loan may now defer all Employer Social Security tax deposits that would otherwise be required to be deposited before January 1, 2021.
  • The amount which is not forgiven can also be extended from a 2-year loan to up to 5 years.

There are many questions which remain unanswered with the passage of this new law. We are awaiting guidance from the SBA and will continue to keep you updated as information becomes available.

This material has been prepared for informational purposes only, and is not intended to provide, nor should it be relied upon for, legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

June 04, 2020

The PPP Flexibility Act Passed by Senate

The PPP Flexibility Act Passed by Senate
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Yesterday, June 3, 2020, the Senate passed the PPP Flexibility Act, which gives small businesses more flexibility in how they spend federal loans provided by the Paycheck Protection Program.
Under the bill, the terms for forgiveness would be relaxed, allowing businesses more time to rehire employees, expanding the covered period from 8 weeks to 24 weeks, and requiring only 60% of the loan amount to be allocated to payroll costs, instead of the previous 75%.
The amount which is not forgiven would also be extended from a 2-year loan to up to 5 years.
The bill has now been passed by the House and the Senate, and awaits President Trump’s signature to become law. Stay tuned for updates.
This material has been prepared for informational purposes only, and is not intended to provide, nor should it be relied upon for, legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, please consult with your professional legal or tax advisor.

May 28, 2020 BY Simcha Felder

Get Stuck or Get Moving

Get Stuck or Get Moving
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In business, much as in life, there are things outside our control. Sudden social, political or economic change can dramatically alter the landscape. When that happens- and inevitably it does- many leaders are presented with similar difficult circumstances, and where some succeed, others fail. Valuable lessons can be learned by observing those who get stuck as well as those who manage to keep moving forward.

Talk to any transformational leader and they will tell you that failure is something you need to get comfortable with if you want to be great. If it’s true that the greatest leaders once failed, then what exactly does it mean to fail, and, more importantly, how do we measure success?

Sports psychology explains what top athletes all have in common: they are always competing against themselves. They don’t play to beat the other players; they strive to outdo their own performance. If they lose, they respect the competition rather than gripe about unfair conditions. Every match is an opportunity to hone their skills. After every game, win or lose, they evaluate the strengths and weaknesses of their performance and adjust their efforts accordingly.

This model works in business as well. The best business leaders are competing against themselves. They understand that in business there is no absolute winner or loser, because the game is infinite. The infinite‐minded player understands that sometimes you have the better product, and sometimes “they” do. And it’s okay because this game isn’t over until you say so; it keeps going as long as you keep going.

When the going gets tough, the only way business will get better is when you do something better. The markets, the economy and the competition are not in your control. You can hope for one, or all of those things to change, or you can change what is in your control‐ your attitude, your process and your effort.

Jeff Bezos often muses about how customer obsession is key to Amazon’s growth. Basketball superstar Kobe Bryant wrote about being fueled by his obsession to be the best, and Dropbox CEO Drew Houston talks about how critical it is to be obsessed with solving a problem that matters to you. What inspires these kind of “obsessions”?

“The most successful, hardest‐working people I know don’t work hard because they’re disciplined,” says Houston. “They work hard because they’re enjoying solving a problem they really care about…it’s not about pushing yourself — it’s about finding the thing that pulls you.”

If you are going to focus on a problem, find one you are enthusiastic about solving and then get excited about pursuing your goal. To be a success, you don’t have to be the best, you just have to be committed to doing something a little better all the time.

May 26, 2020

Maximizing PPP Loan Forgiveness – Webinar Recap

Maximizing PPP Loan Forgiveness – Webinar Recap
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Updated May 26th, 2020

On Monday, May 11th, Roth&Co hosted a webinar on the topic of maximizing Paycheck Protection Program loan forgiveness. It was presented by Ahron Golding, our in-house tax controversy attorney, and moderated by Zacharia Waxler, Roth&Co Co-Managing Partner. There were opening remarks by Rabbi Abba Cohen, Vice President for Government Affairs and Washington Director and Counsel of Agudath Israel of America. You can view a full video of the webinar here.

Due to lack of guidance from the SBA, there were some questions left unanswered during the webinar. The SBA has recently released their PPP Forgiveness Application, which includes instructions and clarifies some of these questions. For a copy of the forgiveness application from the SBA, see here. For your convenience, we have recapped the conversation below and responded to frequently asked questions, including the recent clarifications from the SBA. For a copy of the forgiveness application from the SBA, see here.

Please note that we are sharing what we currently know about PPP forgiveness, however we are still waiting on guidance regarding the many unknowns. This material has been prepared for informational purposes only, and is not intended to provide, nor should it be relied upon for legal or tax advice.

Secretary of Treasury Steven Mnuchin has indicated that loans over $2 million will be reviewed or audited for compliance. With this in mind, we recommend keeping detailed documentation as you make use of PPP funds to ensure you adhere to the guidelines and maximize forgiveness.

Determining & Documenting “Necessity” 

The purpose of the PPP Program is to assist businesses and nonprofits facing financial difficulty with retaining workers, maintaining payroll or making mortgage interest, lease and utility payments. Each PPP applicant is required to sign a certification that specifies that: “the current economic uncertainty makes this loan request necessary to support the ongoing operations of the applicant.” The SBA guidance further clarifies that this takes into account current business activity and other sources of liquidity to support operations in a way that is not significantly determinantal to the organization. We therefore recommend documenting why the loan is necessary. This could be a memo or board meeting minutes where cashflow and forecasting are reviewed and makes clear that financial assistance to maintain operations is needed. The SBA has recently clarified that any loan under $2 million will be deemed to have been made in good faith.

If, upon further consideration, you determine that the PPP loan you received is not necessary under these guidelines, the funds can be returned under “safe harbor” amnesty until May 18th.

Note: PPP loan amounts may become public information as per the Freedom of Information Act, however this is not the case with tax information.

Maximizing Forgiveness – In General

The following guidelines were issued to ensure full or maximum forgiveness:

  • A minimum of 75% of received funds must be utilized for payroll.
  • The remaining 25% of the funds can be used to pay mortgage interest, rent, and utilities.
  • For full forgiveness, businesses must maintain employee headcount and salary levels.
  • Eligible expenses need to be incurred and paid over the eight-week period beginning from the day of the first PPP loan disbursement.

Payroll Costs: The Details 

  • Payroll includes salary, vacation, leave, health and retirement benefits. There is a $100,000 annual salary maximum per employee (which translates to $15,385 maximum for the 8 weeks) allowed for forgiveness.
  • Shuttered businesses may pay employees that are not currently working. They are considered full-time employees (FTE) if you pay full wages.
  • Wages paid as parsonage is a payroll cost, and is considered cash compensation which is subject to the $100,000 annual salary cap.
  • The $100,000 annual salary cap is only a cap on cash compensation. Therefore employee benefits such as retirement contributions and health insurance are not limited by the $100,000 cap and are allowable as an additional payroll cost.
  • Businesses may use PPP funding to pay employees’ sick leave, unless they are already taking a credit for Family Medical Leave or Emergency Paid Sick Leave made available under the Family First Coronavirus Response Act.
  • Payments to 1099 contractors are notconsidered payroll costs.
  • Sole Proprietors (reported on Schedule C) can take a salary, which is also subject to the $100,000 annual cap (resulting in $15,385 maximum forgiveness for the 8 weeks). Retirement contributions, State and local taxes and health insurance for owners/partners/Sole proprietors are not forgivable payroll costs.
  • Cash distributions to active partners reported on a K-1 are allowable so long as it is allocated during the eight-week period (subject to same $100,000 annual cap).
  • There is a maximum of $15,385 of forgiveness (8 weeks of 100k annualized) per individual. If the same individual is an owner of 3 business, he can only receive forgiveness once
  • If a husband and wife are both owners, they are each most likely subject to their own $100,000 annual salary cap.

The Unknowns: What SBA Has Yet to Clarify 

The following questions and considerations do not have clear guidance from the SBA.

  • Can we give raises or bonuses in order to reach the 75% payroll criteria for forgiveness? Yes
  • Is overtime pay allowed for employees? Is there a cap on the number of hours per employee based on other pay periods? Yes
  • Is an employer allowed to offer incentives to employees to entice them to return to work? Incentive pay has a good chance of being forgiven so long as it was paid during the eight-week period and documented correctly with concrete reasons as to why it was necessary? Yes, incentive or hazard pay is a forgivable payroll expense, as long as it was paid during the eight-week period
  • How is Qualified Tuition Reduction considered? This has not been clarified by the SBA. We have reason to believe that this falls under “other fringe benefits,” and would be included as an eligible payroll expense. QTR is not addressed on the newly released forgiveness form. We await further guidance from the SBA.

Expenses Paid & Incurred in the Covered Period 

The statute states that, “costs incurred and payments made during the covered period” are eligible for forgiveness. How do we determine “incurred and paid” for the purpose of forgiveness?

The SBA has now clarified that Payroll expenses do not have to be both “paid and incurred” in the exact eight week period (56 days) that begins on the day that the first loan proceeds are received. The borrower is allowed to select the “Alternative Payroll Covered Period,” to coincide with their payroll schedule. The alternative pay period begins on the first day of the borrower’s first pay period following the date that they receive their first PPP funds and goes for the next 8 weeks.

For example, if you received your PPP funds on May 7, 2020, and the first day of your next pay period is May 15, 2020, you may elect to count the payroll costs for the 8-week period beginning May 15, 2020, rather than from May 1. In other words, you can start your 8 week period for payroll costs on your next regular scheduled payroll date after you receive the funds. This guidance ensures that companies will get 8 full weeks to use their loan for payroll costs, and get forgiveness for it.

This would answer questions like:

If I receive funds on May 15th, can I use those funds to make payroll which covers the preceding 2 weeks?

Yes. According to the forgiveness application, Payroll is considered paid on the day the paychecks are distributed or the employer originates the ACH transaction. Therefore, you could receive PPP money on May 15 and immediately pay – as part of your regular payroll process – wages that had been earned by the employees for the previous two weeks, and include the amounts in the forgiveness calculation because the amounts have been paid within your 8 weeks.

What if my 8 week period ends on June 23, but I don’t usually process payroll for that period until June 30? Should I accelerate my last payroll (which is already incurred) to ensure that it falls in the 8-week period?

You don’t have to accelerate, and it will still be forgiven. This is because payroll costs incurred for your last pay period of the 8-week period are eligible for forgiveness as long as they are paid no later than the next regular payroll date.

Can I pay ahead for benefits (such as medical) in order to maximize the forgiveness?

We await further guidance.

Can I pay the previous month’s rent if I haven’t paid it yet? Yes

Can I pay May’s rent if we received funds on May 7th?

Yes. Since the rent will have been paid during the 8 week period, it will qualify for forgiveness.

Note: The “covered period” for expenses other than payroll remains the 8 week period from when the funds were received by the borrower, regardless of whether they chose the Alternative period for payroll purposes. Therefore, if you elect the Alternative period, you will have two different 8 week periods to keep track of.

Other Expenses (up to 25%)

  • The remaining 25% of the funds can be used to pay mortgage interest (not including prepayment), rent, and utilities in force before February 15th, 2020.
  • For non-payroll costs such as mortgage interest, rent and utilities, to qualify for forgiveness, these expenses must either be: 1) paid during the 8-week covered period, or 2) incurred during the 8-week period, and paid by its next regular due date, even if that due date is outside the 8-week period.
  • Mortgage Interest: Amounts paid in interest on a mortgage obligation that the company incurred in the ordinary course of business before February 15th, 2020.
  • Rent: Rent paid pursuant to a lease agreement in force prior to February 15th, 2020.
  • Utility payments: Payment for services including the distribution of electricity, gas, water, transportation, telephone and internet access for which service began before February 15th, 2020. This also includes payments of a business’s car leases, gas, cellphones, Internet and landline bills.
  • Keep away from anything that looks like business expansion.

Forgiveness Reduction Issues

For full forgiveness, businesses must maintain prior employee headcount and 75% of salary levels.

How to calculate your prior headcount:

Step 1: Calculate your average full-time equivalent (FTE) headcount by adding:

  1. A) Total amount of full-time employees (defined as those working 40+ hours a week), plus
  2. B) Total amount of hours worked per week by part-time employees, divided by 40 (to add up the part timers)

Step 2: Choose the time period with the lower average FTE headcount:

  1. A) February 15th – June 30th 2019
  2. B) January 1st – February 29th 2020

You must have the same level now, from what you had prior (based on the above calculation).

  • If an employer rehires previously laid-off or furloughed employees by June 30th, the employer will not be penalized for the reduction. However, employers should keep in mind that they still need to ensure that 75% of their loan be paid towards payroll costs, to maximize forgiveness
  • Businesses may “replace” an employee to maintain headcount. The total number of employees needs to remain the same – not the employees themselves
  • Employers may not reduce the salaries of those earning less than $100,000 annually by more than 25%. However, they can cure that issue by raising the salaries back up before June 30th.
  • The employer will not be penalized for reductions in the following circumstances: (1) any positions for which the Borrower made a good-faith, written offer to rehire an employee during the 8 weeks which was rejected by the employee; and (2) any employees who (a) were fired for cause, (b) voluntarily resigned, or (c) voluntarily requested a reduction of their hours. Employer will, however, still need to meet the 75% payroll cost requirement. They just won’t be penalized for reduction of headcount or salary.  In order to prevent being penalized for reduction of headcount or salary in such cases, the SBA is now requiring that the employer inform the applicable state unemployment insurance office of such employee’s rejected offer of reemployment within 30 days of the employee’s rejection of the offer. If the employee voluntarily requested a schedule reduction, the employer should keep documentation of such request.

Adding It All Up: Financial & Tax Considerations  

Here are some additional details on what can and cannot be included in your expense totals:

  • Employer-side payroll taxes are not forgivable.
  • The IRS has currently ruled that payroll and other expenses paid which eventually lead to forgiveness, will not be deductible as business expenses by the employer. Members of Congress are currently attempting to make a rule change to allow the expenses to be deductible. Stay tuned.
  • The CARES Act permits employers to defer the payment of the employer’s portion of payroll taxes. The employer will need to deposit half of these deferred payments by the end of 2021 and the other half by the end of 2022. If an employer receives forgiveness on a PPP loan, it is no longer eligible for this deferral. However, the deferral is still allowed until the date of forgiveness. At that point, employers will need to make regular payroll tax deposits.

Loan Forgiveness Timeline 

The lender is required to issue the loan forgiveness decision within 60 days from the application of forgiveness.

We will continue to keep you updated as more information becomes available.

This material has been prepared for informational purposes only, and is not intended to provide, and should not be relied on for, legal or tax advice. If you have any specific legal or tax questions regarding this content or related issues, then you should consult with your professional legal or tax advisor.

May 12, 2020

Getting Back to Work & The Labor Laws That Apply – Webinar Recap

Getting Back to Work & The Labor Laws That Apply – Webinar Recap
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With businesses across the country preparing for a reopening, Roth&Co’s HR director Chaya Salamon held a joint webinar session with employment attorneys Joel Greenwald and Jessica Shpall Rosen, of Greenwald Doherty LLP, about recommended practices to keep our employees safe and protect our businesses from liability. You can view a recording of the webinar here.

Below, you will find a recap of our discussion. Please keep in mind that this is informational only and not legal advice. In addition, the laws and guidance both governmental and health authorities are in flux.

With conditions changing every day, it is important to take the time to make considered decisions and consult your advisors, employment attorneys and accountants as necessary. This is a prime environment for plaintiffs’ attorneys on the lookout for potential lawsuits ‐ the last thing an employer needs at this time. Here are some considerations that our panelists discussed:

Track Time Carefully

 Tracking time accurately may be difficult at this time, especially with non‐exempt employees working remotely without access to their usual timecards and oversight. However, it is essential to make sure they keep precise time records to ensure they are being paid for all time worked. In addition, there may be employees who are no longer exempt from overtime due to a decrease in wages below the minimum salary threshold, which means they will have to adjust to tracking their time.

Rehiring Furloughed & Laid‐Off Employees

 While bringing back furloughed employees a relatively easy process, recalling laid‐off employees is, essentially, rehiring them. When rehiring employees, keep in mind:

  • New employee documentation should be completed and signed once again (for example, arbitration agreements, restrictive covenant agreements, immigration forms, and legal notices).
  • Depending on their policy and applicable law, employers may need (or want) to restore paid time off balances upon For example, some jurisdictions that require paid sick leave ‐ like New York City – have specific requirements when an employee is rehired.
  • Try to be as objective as possible in deciding who to bring back, to avoid an appearance of For example, base your choices on objective factors like length of service, high billings and sales numbers, and run these by counsel.

Health & Safety Recommendations

 Employers should ensure the work environment is as safe as possible. This can be accomplished through measures such as:

Organizational Changes, for example:

  • Appointing a Chief Safety Officer or This could include the CEO, HR and other stakeholders who will take responsibility for health and safety.
  • Stay up to date on CDC, OSHA (Occupational Safety & Health Administration), EEOC (Equal Employment Opportunity Commission) and local and state guidance and standards of
  • Implement strong, clear, safety standards and policies (not just guidelines).

Personal Preventive Measures, for example:

  • Make sure that masks, gloves and hand sanitizer are available for your
  • Implement screening measures and return‐to‐work measures that are appropriate for your workforce (such as taking temperatures and testing), with guidance from counsel, as the laws and regulations in this particular area are changing
  • Monitor symptoms and send home employees exhibiting symptoms of COVID‐19.
  • Keep individual records tracking testing, symptoms or

Employment Infrastructure, for example:

  • Ensure social and physical
  • Stagger shifts so fewer employees are on site at one
  • Suspend large, in‐person meetings or extracurricular activities such as birthday
  • Allow employees to work remotely whenever feasible, particularly those who are high‐risk.
  • Establish common area

Physical Changes to the Workspace, for example:

  • Create more space around workstations to maintain social distancing
  • Erect walls and barriers among employees and clients
  • Update cleaning procedures to ensure regular disinfecting
  • Hang signage informing employees and visitors of new practices
  • Make stairways/hallways one‐way
  • Install hands‐free door‐opening

Responding to Illness, for example:

  • Report to health agency
  • Enact contact tracing
  • Disinfect office spaces

Business Changes, for example:

  • Establish rules regarding visitors, vendors and delivery
  • Cancel all non‐essential travel.

Potential Pitfalls

 Requesting or requiring employees to disclose personal health information leaves you open to claims of privacy and HIPPA violations. On the other hand, if you don’t collect this information or take proper safety measures, you are at risk of an employee contracting COVID‐19, and potentially, facing a wrongful death suit. It is also unclear whether workers’ compensation insurance would cover employees who get sick with COVID‐19. Employers will need to weigh all these risks in consultation with counsel.

Be careful not to assume that employees are too feeble to work because of age, disability or illness. Doing so can leave you open to discrimination claims. Allow employees to approach you with their concerns, at which time you should engage in an interactive process to determine whether and how to reasonably accommodate their needs.

The foregoing is a summary of the laws discussed above for the purpose of providing a general overview of these laws. These materials are not meant, nor should they be construed, to provide information that

is specific to any law(s). You should be aware that these laws are changing rapidly. The above is not legal advice and you should consult with counsel concerning the applicability of any law to your particular situation.

 

December 30, 2019

Yes, SEO Is Also Important for Nonprofits!

Yes, SEO Is Also Important for Nonprofits!
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If you think search engine optimization (SEO) is something only for-profit businesses need to worry about, think again. The Google rankings of your not-for-profit’s website can make a tremendous difference in the donations and other support you receive.

Cracking Google metrics

Google, of course, isn’t the only search engine on the Web. But it accounts for more than 75% of search engine traffic worldwide and an even greater percentage in the United States. Research has found that sites appearing on the first page of Google search results receive more than 90% of search traffic — and that about 60% of traffic goes to the first three results.

Although it’s not easy (or even possible) to crack Google’s search engine metrics and configure your site so that it lands a top spot, monitor trends and adjust your Web strategies accordingly. For example, periodically review the keywords you use in headlines, content, titles, heading tags and meta descriptions. Then check their popularity using Google Trends. If there’s a heavily trafficked news item that relates to your nonprofit’s mission or programs, you might be able to use fresh keywords to tie your site to the story and, thus, increase traffic.

Another thing that can boost your search engine standing are links from other sites. Quality matters when it comes to incoming links. A few links from sources with strong reputations in the relevant areas will be ranked higher than dozens from less credible sources. Know that reputable and popular sites are more likely to link to yours if you provide substantive content that isn’t available elsewhere.

Keeping up with trends

Mobile device traffic has exploded over the past decade — so your site’s content must be mobile-friendly to get the most mileage with search engines. Google has expanded its use of mobile-friendliness as a ranking factor and even offers a Mobile-Friendly Test Tool at http://bit.ly/2DlChHB. Use it to identify mobile usability problems so you can make your site easier for users to navigate and search engines to index.

Social media is the other game-changer of the past 10 years. Facebook, Twitter, LinkedIn and other platforms are instrumental in boosting the visibility of your nonprofit’s site and, indirectly, your SEO. Include links to your site in social media posts so the links are shared when readers repost your content. However, keep in mind that links from other sources are rated more highly than links from your own postings.

Getting help

There’s a lot you can do — even with only a little technical knowledge — to improve your site’s search engine visibility. But if you’re starting from scratch with a newly designed website, consider getting advice from an SEO expert. Some contractors offer lower-fee arrangements for nonprofits. Ask us for recommendations.

December 26, 2019

5 Ways to Strengthen Your Business for the New Year

5 Ways to Strengthen Your Business for the New Year
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The end of one year and the beginning of the next is a great opportunity for reflection and planning. You have 12 months to look back on and another 12 ahead to look forward to. Here are five ways to strengthen your business for the new year by doing a little of both:

1. Compare 2019 financial performance to budget. Did you meet the financial goals you set at the beginning of the year? If not, why? Analyze variances between budget and actual results. Then, evaluate what changes you could make to get closer to achieving your objectives in 2020. And if you did meet your goals, identify precisely what you did right and build on those strategies.

2. Create a multiyear capital budget. Look around your offices or facilities at your equipment, software and people. What investments will you need to make to grow your business? Such investments can be both tangible (new equipment and technology) and intangible (employees’ technical and soft skills).

Equipment, software, furniture, vehicles and other types of assets inevitably wear out or become obsolete. You’ll need to regularly maintain, update and replace them. Lay out a long-term plan for doing so; this way, you won’t be caught off guard by a big expense.

3. Assess the competition. Identify your biggest rivals over the past year. Discuss with your partners, managers and advisors what those competitors did to make your life so “interesting.” Also, honestly appraise the quality of what your business sells versus what competitors offer. Are you doing everything you can to meet — or, better yet, exceed — customer expectations? Devise some responsive competitive strategies for the next 12 months.

4. Review insurance coverage. It’s important to stay on top of your property, casualty and liability coverage. Property values or risks may change — or you may add new assets or retire old ones — requiring you to increase or decrease your level of coverage. A fire, natural disaster, accident or out-of-the-blue lawsuit that you’re not fully protected against could devastate your business. Look at the policies you have in place and determine whether you’re adequately protected.

5. Analyze market trends. Recognize the major events and trends in your industry over the past year. Consider areas such as economic drivers or detractors, technology, the regulatory environment and customer demographics. In what direction is your industry heading over the next five or ten years? Anticipating and quickly reacting to trends are the keys to a company’s long-term success.

These are just a few ideas for looking back and ahead to set a successful course forward. We can help you review the past year’s tax, accounting and financial strategies, and implement savvy moves toward a secure and profitable 2020 for your business.

December 17, 2019

How many directors does your nonprofit’s board need?

How many directors does your nonprofit’s board need?
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State law typically specifies the minimum number of directors a not-for-profit must have on its board. But so long as organizations fulfill that requirement, it’s up to them to determine how many total board members they need. Several guidelines can help you arrive at the right number.

Small vs. large

Both small and large boards come with perks and drawbacks. For example, smaller boards allow for easier communication and greater cohesiveness among the members. Scheduling is less complicated, and meetings tend to be shorter and more focused.

Several studies have indicated that group decision making is most effective when the group size is five to eight people. But boards on the small side of this range may lack the experience or diversity necessary to facilitate healthy deliberation and debate. What’s more, members may feel overworked and burn out easily.

Burnout is less likely with a large board where each member shoulders a smaller burden, including when it comes to fundraising. Large boards may include more perspectives and a broader base of professional expertise — for example, financial advisors, community leaders and former clients.

On the other hand, larger boards can lead to disengagement because the members may not feel they have sufficient responsibilities or a voice in discussions and decisions. Larger boards also require more staff support.

What you should weigh

If you’re assembling a board or thinking about resizing, consider:

Director responsibilities and desirable expertise,
The complexity of issues facing your board,
Fundraising needs,
Committee structure,
Your organization’s life stage (for example, startup, or mature), and
Your nonprofit’s staffing resources.
You may have heard that it’s wise to have an uneven number of board members to avoid 50/50 votes. In such a case, though, the chair can make the decision. Moreover, an issue that produces a 50/50 split usually deserves more discussion.

Downsizing harder than upsizing

If you decide a larger board is in order, recruit new members. Trimming your board is a trickier proposition. For starters, you might need to change your bylaws. Generally, it’s best to set a range for board size in the bylaws, rather than a precise number.

Your bylaws already might call for staggered terms, which makes paring down simpler. As terms end, don’t replace members. Or establish an automatic removal process in which members are removed for missing a specified number of meetings.

An engaging experience

To successfully recruit and retain committed board members, you need to offer an engaging experience. Maintaining an appropriately sized board that makes the most of their talents is the first step.

November 08, 2019

How the EU’s data protection regulations might affect U.S. nonprofits

How the EU’s data protection regulations might affect U.S. nonprofits
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Your not-for-profit may have paid little attention to the European Union’s (EU’s) General Data Protection Regulation (GDPR), which took effect May 25, 2018. The GDPR revises standards for privacy rights, information security and compliance in the EU. Yet it might also apply to U.S.-based organizations, such as your not-for-profit.

Big steps beyond

GDPR requirements are comprehensive and go far beyond existing U.S. privacy standards. They address:

  • Data security and data governance,
  • Consent to processing,
  • Mandatory breach notification,
  • Access to personal data and data erasure (the right to be “forgotten”),
  • Data portability, and
  • Cross-border data transfers.

Organizations must notify the appropriate EU authority within 72 hours after becoming aware of a data breach. By contrast, U.S. states’ breach notification laws require notification “without unreasonable delay,” with the shortest timing at 30 days, while the Health Information Portability and Accountability Act (HIPAA) allows 60 days.

The regulations define “personal data” broadly to include such identifiers as name, address, Social Security or tax identification number, and email address. Location data and online identifiers such as cookies or IP addresses are also considered personal data.

Notably, GDPR rules apply to entities outside the EU that process or hold the personal data of “data subjects” who are physically in the EU. It doesn’t matter where the processing takes place or whether the subjects are EU residents.

Rights of individuals

To comply with the GDPR, your nonprofit must obtain consent from individuals to collect their personal data. This means the person takes affirmative action, such as clicking on an “I agree” statement, and the personal data you already possess isn’t “grandfathered in.” You must obtain consent on that data or purge it completely from your systems (including employees’ spreadsheets and Outlook contact lists).

You also must disclose to individuals the data you collect on them upon request, so you’ll need to keep close track of such information. And if individuals ask to be forgotten, you must delete all of their data or anonymize it.

Proceed with caution

A serious violation of the GDPR can bring a penalty as high as 20 million euros (about $23 million) or 4% of the violator’s annual revenue. Questions remain about enforcement in the United States, but that’s no excuse not to abide by the rules and develop a compliance plan now. Contact us if you have questions.

October 10, 2019

Fight fundraising obstacles with personal appeals

Fight fundraising obstacles with personal appeals
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It’s no secret that this is a challenging time for charitable fundraising. In its annual Giving USA 2019 report, the Giving USA Foundation noted a decrease in individual and household giving, blaming such impersonal factors as tax law changes and a wobbly stock market.

So why not fight back by making personal appeals to supporters? Requests from friends or family members have traditionally been significant donation drivers. Even in the age of social media “influencers,” prospective donors are more likely to contribute to the causes championed by people they actually know and trust.

Success strategies

The dedicated members of your board can be particularly effective fundraisers. But make sure they have the information and training necessary to be successful when reaching out to their networks.

When making a personal appeal to prospective donors, your board members should:

Meet in person. Letters and email can help save time, but face-to-face appeals are more effective. This is especially true if your nonprofit offers donors something in exchange for their attention. For instance, they’re more likely to be swayed at an informal coffee hour or after-work cocktail gathering hosted by a board member.

Humanize the cause. Say that your charity raises money for cancer treatment. If board members have been impacted by the disease, they might want to relate their personal experiences as a means of illustrating why they support the organization’s work.

Highlight benefits. Even when appealing to potential donors’ philanthropic instincts, it’s important to mention other possible benefits. For example, if your organization is trying to encourage local business owners to attend a charity event, board members should promote the event’s networking opportunities and public recognition (if applicable).

Wish list

Consider equipping board members with a wish list of specific items or services your nonprofit needs. Some of their friends or family members may not be able to support your cause with a monetary donation but can contribute goods (such as auction items) or in-kind services (such as technology expertise).

If you’re concerned about declining donations and need help finding new revenue streams, contact us for ideas.

September 03, 2019

It’s about time: Don’t waste that of your board members

It’s about time: Don’t waste that of your board members
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Most not-for-profit board members are unpaid volunteers. They’ve agreed to serve because they care about your mission and the impact your organization is making. You owe it to them to make the job as easy as possible — starting with well-organized board meetings that are only as long as necessary.

Setting the agenda

The key to effective board meetings is good planning. Once the meeting date is set, your executive director and board chair should prepare an agenda. To ensure the meeting will cover all pressing concerns, email board members to ask if there’s anything they want to add.

For each item, the agenda should provide a timetable and assign responsibility to specific members. Include at least one board vote to reinforce a sense of purpose and accomplishment, but be careful not to cram too much into your agenda. Otherwise, the meeting is likely to feel rushed and some items may need to be postponed to a future meeting.

Distribute a board packet at least one to two days before the meeting. This packet should consist of the agenda, minutes from the previous meeting and materials relevant to new agenda items, such as financial statements and project proposals.

Keeping things moving

Start with a short pre-meeting reception that allows members to chat. Some board members have little time to spare, but most will welcome the opportunity to get to know their colleagues. Staff should help facilitate communication by introducing any new members to the group and ensuring people mingle.

During the meeting itself, your executive director and board chair should stick to the agenda and keep things moving. This means imposing a time limit on discussions and calling time when necessary — particularly if one or two individuals are dominating the conversation.

Encourage a vote after a reasonable period. But if your organization requires a consensus (as opposed to a majority vote), the board may not be able to reach a decision in one meeting. If members need more time to think about or research an issue, postpone the decision to a future date and move on.
Finally, end the meeting on a positive note: Remind board members why they’re there and thank them for their time.

Following up

Board meetings can’t be effective if there’s no follow-up. Find answers and supporting materials for any questions that might have arisen during the meeting and make sure unresolved items are placed on the next meeting’s agenda.

Also ensure that board members are fulfilling their commitments to your organization and fellow members. If their busy schedules are impeding them, step in and help. If the issue continues, consider replacing the board member.

August 19, 2019

To make the most of social media, just “listen”

To make the most of social media, just “listen”
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How well do you listen to your not-for-profit’s supporters? If you don’t engage in “social listening,” your efforts may not be good enough. This marketing communications strategy is popular with for-profit companies, but can just as easily help nonprofits attract and retain donors, volunteers and members.

Social media monitoring

Social listening starts with monitoring social media sites such as Facebook, Twitter, LinkedIn and Instagram for mentions of your organization and related keywords. But to take full advantage of this strategy, you also must engage with topics that interest your supporters and interact with “influencers,” who can extend your message by sharing it with their audiences.

Influencers don’t have to be celebrities with millions of followers. Connecting with a group of influencers who each have only several hundred followers can expand your reach exponentially. For example, a conservation organization might follow and interact with a popular rock climber or other outdoor enthusiast to reach that person’s followers.

Targeting your messages

To use social listening, develop a list of key terms related to your organization and its mission, programs and campaigns. You’ll want to treat this as a “living document,” updating it as you launch new initiatives. Then “listen” for these terms on social media. Several free online tools are available to perform this monitoring, including Google Alerts, Twazzup and Social Mention.

When your supporters or influencers use the terms, you can send them a targeted message with a call to action, such as a petition, donation solicitation or event announcement. Your call to action could be as simple as asking them to share your content.

You can also use trending hashtags (a keyword or phrase that’s currently popular on social media) to keep your communications relevant and leverage current events on a real-time basis. Always be on the lookout for creative ways to join conversations while promoting your organization or campaign.

Actively seeking opportunity

Most nonprofits have a presence on social media. But if your organization isn’t actively listening to and communicating with people on social media sites, you’re only a partial participant. Fortunately, social listening is an easy and inexpensive way to engage and become engaged.

August 12, 2019

Accountable plans save taxes for staffers and their nonprofit employers

Accountable plans save taxes for staffers and their nonprofit employers
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Have staffers complained because their expense reimbursements are taxed? An accountable plan can address the issue. Here’s how accountable plans work and how they benefit employers and employees.

Be reasonable

Under an accountable plan, reimbursement payments to employees will be free from federal income and employment taxes and aren’t subject to withholding from workers’ paychecks. Additionally, your organization benefits because the reimbursements aren’t subject to the employer’s portion of federal employment taxes.

The IRS stipulates that all expenses covered in an accountable plan have a business connection and be “reasonable.” Additionally, employers can’t reimburse employees more than what they paid for any business expense. And employees must account to you for their expenses and, if an expense allowance was provided, return any excess allowance within a reasonable time period.

An expense generally qualifies as a tax-free reimbursement if it could otherwise qualify as a business deduction for the employee. For meals and entertainment, a plan may reimburse expenses at 100% that would be deductible by the employee at only 50%.

Keep good records

An accountable plan isn’t required to be in writing. But formally establishing one makes it easier for your nonprofit to prove its validity to the IRS if it is challenged.

When administering your plan, your nonprofit is responsible for identifying the reimbursement or expense payment and keeping these amounts separate from other amounts, such as wages. The accountable plan must reimburse expenses in addition to an employee’s regular compensation. No matter how informal your nonprofit, you can’t substitute tax-free reimbursements for compensation that employees otherwise would have received.

The IRS also requires employers with accountable plans to keep good records for expenses that are reimbursed. This includes documentation of the amount of the expense and the date; place of the travel, meal or transportation; business purpose of the expense; and business relationship of the people fed. You also should require employees to submit receipts for any expenses of $75 or more and for all lodging, unless your nonprofit uses a per diem plan.

Inexpensive retention tool

Accountable plans are relatively easy and inexpensive to set up and can help retain staffers who frequently submit reimbursement requests. Contact us for more information.

June 24, 2019

Is your nonprofit monitoring the measures that matter?

Is your nonprofit monitoring the measures that matter?
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Do you want to control costs and improve delivery of your not-for-profit’s programs and services? It may not be as difficult as you think. First, you need to know how much of your nonprofit’s expenditures go toward programs, as opposed to administrative and fundraising costs. Then you must determine how much you need to fund your budget and weather temporary cash crunches.

4 key numbers

These key ratios can help your organization measure and monitor efficiency:

Percentage spent on program activities. This ratio offers insights into how much of your total budget is used to provide direct services. To calculate this measure, divide your total program service expenses by total expenses. Many watchdog groups are satisfied with 65%.

Percentage spent on fundraising. To calculate this number, divide total fundraising expenses by contributions. The standard benchmark for fundraising and admin expenses is 35%.

Current ratio. This measure represents your nonprofit’s ability to pay its bills. It’s worth monitoring because it provides a snapshot of financial conditions at any given time. To calculate, divide current assets by current liabilities. Generally, this ratio shouldn’t be less than 1:1.

Reserve ratio.Is your organization able to sustain programs and services during temporary revenue and expense fluctuations? The key is having sufficient expendable net assets and related cash or short-term securities.

To calculate the reserve ratio, divide expendable net assets (unrestricted and temporarily restricted net assets less net investment in property and equipment and less any nonexpendable components) by one day’s expenses (total annual expenses divided by 365). For most nonprofits, this number should be between three and six months. Base your target on the nature of your operations, your program commitments and the predictability of funding sources.

Orient toward outcomes

Looking at the right numbers is only the start. To ensure you’re achieving your mission cost-effectively, make sure everyone in your organization is “outcome” focused. This means that you focus on results that relate directly to your mission. Contact us for help calculating financial ratios and using them to evaluate outcomes.

May 22, 2019

Does your nonprofit need a CFO?

Does your nonprofit need a CFO?
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Your not-for-profit’s ability to pursue its mission depends greatly on its financial health and integrity. If your nonprofit is growing and your executives are struggling to juggle financial responsibilities, it may be time to hire a chief financial officer (CFO).

Core responsibilities

Generally, the nonprofit CFO (also known as the director of finance) is a senior-level position charged with oversight of accounting and finances. He or she works closely with the executive director, finance committee and treasurer and serves as a business partner to your program heads. A CFO reports to the executive director or board of directors on the organization’s finances. He or she analyzes investments and capital, develops budgets and devises financial strategies.

The CFO’s role and responsibilities vary significantly based on the organization’s size, as well as the complexity of its revenue sources. In smaller nonprofits, CFOs often have wide responsibilities — possibly for accounting, human resources, facilities, legal affairs, administration and IT. In larger nonprofits, CFOs usually have a narrower focus. They train their attention on accounting and finance issues, including risk management, investments and financial reporting.

Making the decision

How do you know if you need a CFO? Weigh the following factors:

  • Size of your organization,
  • Complexity and types of revenue sources,
  • Number of programs that require funding, and
  • Strategic growth plans.

Static organizations are less likely to need a CFO than not-for-profits with evolving programs and long-term plans that rely on investment growth, financing and major capital expenditures.

The right candidate

At a minimum, you want a CFO with in-depth knowledge of the finance, accounting and tax rules particular to nonprofits. Someone who has worked only in the for-profit sector may find the differences difficult to navigate. Nonprofit CFOs also need a familiarity with funding sources, grant management and, if your nonprofit expends $750,000 or more of federal assistance, single audit requirements. The ideal candidate should have a certified public accountant (CPA) designation and, optimally, an MBA.

In addition, the position requires strong communication skills, strategic thinking, financial reporting expertise and the creativity to deal with resource restraints. Finally, you’d probably like the CFO to have a genuine passion for your mission — nothing motivates employees like a belief in the cause.

Consider outsourcing

If your budget is growing and financial matters are becoming more complicated, you may want to add a CFO to the mix. Otherwise, consider outsourcing CFO responsibilities to a CPA firm. Contact us for more information.

May 22, 2019

Don’t let a disaster defeat your nonprofit

Don’t let a disaster defeat your nonprofit
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Most not-for-profits are intensely focused on present needs, not the possibility that disaster will strike sometime in the distant future. But because a fire, flood or other natural or man-made disaster could strike at any time, the time to plan for it is now.

You likely already have many of the necessary processes in place — such as evacuating your office. A disaster or continuity plan simply organizes and documents your processes.

Identify specific risks

No organization can anticipate or eliminate all possible risks, but you can limit the damage of potential risks specific to your nonprofit. The first step in creating a disaster plan is to identify the specific threats you face when it comes to your people, processes and technology. For example, if you work with vulnerable populations such as children and the disabled, you may need to take extra precautions to protect your clients.

Also assess what the damages would be if your operations were interrupted. For example, if you had an office fire — or even a long-lasting power outage — what would be the possible outcomes regarding property damage and financial losses?

Make your plan

Designate a lead person to oversee the creation and implementation of your continuity plan. Then assemble teams to handle different duties. For example, a communications team could be responsible for contacting and updating staff, volunteers and other stakeholders, and updating your website and social media accounts. Other teams might focus on:

  • Safety and evacuation procedures,
  • IT issues, including backing up data offsite,
  • Insurance and financial needs, and
  • Recovery — getting your office and services back up and running.

Planning pays off

All organizations — nonprofit and for-profit alike — need to think about potential disasters. But plans are critical for some nonprofits. If you provide basic human services (such as medical care and food) or are a disaster-related charity, you must be ready to support victims and their families. This could mean mobilizing quickly, perhaps without full staffing, working computers or safe facilities. You don’t want to be caught without a plan. Contact us for more information.

February 21, 2019

D&O insurance: Some FAQs for nonprofits

D&O insurance: Some FAQs for nonprofits
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Directors and officers (D&O) liability insurance enables board members to make decisions without fear that they’ll be personally responsible for any related litigation costs. Such coverage is common in the business world, but fewer not-for-profits carry it. Nonprofits may assume that their charitable mission and the good intentions of volunteer board members protect them from litigation. These assumptions can be wrong.

Asked and answered

Here are several FAQs to help you determine whether your board needs D&O insurance:

Whom does it cover? A policy can help protect both your organization and its key individuals: directors, officers, employees and even volunteers and committee members.

What does it cover? Normally, D&O insurance covers allegations of wrongful acts, errors, misleading statements, neglect or breaches of duty connected with a person’s performance of duties. Examples include:

  • Mismanagement of funds or investments,
  • Employment issues such as harassment and discrimination,
  • Self-dealing,
  • Failure to provide services, and
  • Failure to fulfill fiduciary duties.

Are there coverage limitations? D&O policies are claims-made, meaning that the insurer pays for claims filed during the policy period even if the alleged wrongful act occurred outside of the policy period. The flip side of this is that D&O insurance provides no coverage for lawsuits filed after a policyholder cancels — even if the alleged act happened when the policy was still in place.

What if we need to make a claim after our policy has been canceled or expired? You might still be covered if you bought extended reporting period (ERP) coverage. It generally covers newly filed claims on actions that allegedly occurred during the regular policy period.

How do we file a claim? When a legal complaint is filed against your nonprofit, contact your insurer to determine whether the matter is insurable and includes defense costs. Most policies reimburse the insured for reasonable defense costs, in addition to covering judgments against the insured.

How can we keep costs down? Think seriously about the people and actions that should be covered and the amount of protection you need — and don’t need. For example, you probably don’t need coverage of bodily injury or property damage because these claims usually are covered by general liability and workers’ compensation insurance. As with most insurance coverage, D&O premiums are likely to be lower if you opt for higher deductibles.

Making the decision

Not every organization needs D&O insurance. In some states, volunteer immunity statutes provide limited protection for negligence. Such protection, however, doesn’t extend to federal statutes. If you’re unsure, contact us.

February 06, 2019

Warning! 4 signs your nonprofit is in financial danger

Warning! 4 signs your nonprofit is in financial danger
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Signs of financial distress in a not-for-profit can be subtle. But board members have a responsibility to recognize them and do everything in their power to avert potential disaster. Pay particular attention to:

1. Budget bellwethers. Confirm that proposed budgets are in line with strategies already developed and approved. Once your board has signed off on the budget, monitor it for unexplained variances.

Some variances are to be expected, but staff must provide reasonable explanations — such as funding changes or macroeconomic factors — for significant discrepancies. Where necessary, direct management to mitigate negative variances by, for example, implementing cost-saving measures.

Also make sure management isn’t overspending in one program and funding it by another, dipping into operational reserves, raiding an endowment or engaging in unplanned borrowing. Such moves might mark the beginning of a financially unsustainable cycle.

2. Financial statement flaws. Untimely, inconsistent financial statements or statements that aren’t prepared using U.S. Generally Accepted Accounting Principles (GAAP) can lead to poor decision-making and undermine your nonprofit’s reputation. They also can make it difficult to obtain funding or financing if deemed necessary.

Insist on professionally prepared statements as well as annual audits. Members of your audit committee should communicate directly with auditors before and during the process, and all board members should have the opportunity to review and question the audit report.

Require management to provide your board with financial statements within 30 days of the close of a period. Late or inconsistent financials could signal understaffing, poor internal controls, an indifference to proper accounting practices or efforts to conceal.

3. Donor doubts. If you start hearing from long-standing supporters that they’re losing confidence in your organization’s finances, investigate. Ask supporters what they’re seeing or hearing that prompts their concerns. Also note when development staff hits up major donors outside of the usual fundraising cycle. These contacts could mean the organization is scrambling for cash.

4. Excessive executive power. Even if you have complete faith in your nonprofit’s executive director, don’t cede too many responsibilities to him or her. Step in if this executive tries to:

• Choose a new auditor,
• Add board members,
• Ignore expense limits, or
• Make strategic decisions without board input and guidance.

Proceed with caution

The mere existence of a financial warning sign doesn’t necessarily merit a dramatic response from your nonprofit’s board. Some problems are correctable by, for example, outsourcing accounting functions if the staff is overworked. But multiple or chronic issues could call for significant changes.

January 24, 2019

Don’t let unemployment insurance fleece your nonprofit

Don’t let unemployment insurance fleece your nonprofit
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Is your not-for-profit overpaying unemployment tax? Many employers are and don’t know it. Here’s how to find out and possibly reduce unemployment costs. (more…)

January 17, 2019

Charitable donations: Unraveling the mystery of motivation

Charitable donations: Unraveling the mystery of motivation
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Traditionally, Americans have supported charities not only for tax breaks and a vague sense of “giving back,” but also for a variety of other financial, emotional and social reasons. Understanding what motivates donors and how their motivations vary across demographic groups can help your not-for-profit more effectively reach and engage potential supporters. (more…)

December 18, 2018

Financial best practices for religious congregations

Financial best practices for religious congregations
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Churches, synagogues, mosques and other religious congregations aren’t required to file tax returns, so they might not regularly hire independent accountants. But regardless of size, religious organizations often are subject to other requirements, such as paying unrelated business income tax (UBIT) and properly classifying employees.

Without the oversight of tax authorities or outside accountants, religious leaders may not be aware of all requirements to which they’re subject. This can leave their organizations vulnerable to fraud and its trustees and employees subject to liabilities.

Common vulnerabilities

To effectively prevent financial and other critical mistakes, make sure your religious congregation complies with IRS rules and federal and state laws. In particular, pay attention to:

Employee classification. Determine which workers in your organization are full-time employees and which are independent contractors. Depending on many factors, such as the amount of control your organization has over them, their responsibilities, and their form of compensation, individuals you consider independent contractors may need to be reclassified as employees.

Clergy wages. Most clergy should be treated as employees and receive W-2 forms. Typically, they’re exempt from Social Security taxes, Medicare taxes and federal withholding but are subject to self-employment tax on wages. A parsonage (or rental) allowance can reduce income tax, but not self-employment tax.

UBIT. If your organization regularly engages in any type of business activity that’s unrelated to its religious mission, be aware of certain tax and reporting rules. Income from such activities could be subject to UBIT.

Lobbying. Your organization shouldn’t devote a substantial part of its activities in attempting to influence legislation. Otherwise you might risk your tax-exempt status and face potential penalties.

Trust and protect

Faith groups can be particularly vulnerable to fraud because they generally foster an environment of trust. Also, their leaders may be reluctant to punish offenders. Just keep in mind that even the most devout and long-standing members of your congregation are capable of embezzlement when faced with extreme circumstances.

To ensure employees and volunteers can’t help themselves to collections, require that at least two people handle all contributions. They should count cash in a secure area and verify the contents of offering envelopes. Next, they should document their collection activity in a signed report. For greater security, encourage your members to make electronic payments on your website or sign up for automatic bank account deductions.

Seek expertise

Although your congregation is subject to less IRS scrutiny than even your fellow nonprofit organizations, that doesn’t mean you can afford to ignore financial best practices. Contact us for help.

November 27, 2018

Don’t let the “commerciality doctrine” trip up your nonprofit

Don’t let the “commerciality doctrine” trip up your nonprofit
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The commerciality doctrine was created along with the operational test to address concerns over not-for-profits competing at an unfair tax advantage with for-profit businesses. But even business activities related to your exempt purpose could fall prey to the commerciality doctrine, resulting in the potential loss of your organization’s exempt status.

Several factors considered

The operational test generally requires that a nonprofit be both organized and operating exclusively to accomplish its exempt purpose. It also requires that no more than an “insubstantial part” of its activities further a nonexempt purpose. Your organization can operate a business as a substantial part of its activities as long as the business furthers your exempt purpose.

But under the commerciality doctrine, courts have ruled that some organizations’ otherwise exempt activities are substantially the same as those of commercial entities. They consider several factors when evaluating commerciality, including:

• Whether an organization has set prices to maximize profits,• The degree to which it provides below-cost services, • Whether it accumulates unreasonable reserves,• The use of commercial promotional methods such as advertising,• Whether the business is staffed by volunteers or paid employees,• Whether it sells to the general public, and• The extent to which the nonprofit relies on charitable donations. (They should be a significant percentage of total support.)
No single factor is decisive for courts or the IRS.

Possible UBIT issues

There’s another risk for nonprofits operating a business. You could pass muster under the commerciality doctrine but end up liable for unrelated business income tax (UBIT).

Revenue that a nonprofit generates from a regularly conducted trade or business that isn’t substantially related to furthering the organization’s tax-exempt purpose may be subject to UBIT. Much depends on how significant the business activities are to your organization as a whole. There are also several exceptions.

Seek advice first

If you’re thinking about launching a new business to drum up additional revenues, consult us first. We can help reduce the risk that your organization will run into potential exemption or UBIT issues.

November 19, 2018

5 delegation best practices for nonprofit leaders

5 delegation best practices for nonprofit leaders
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Done well, delegation allows not-for-profit executives to focus on their most important tasks, helps to build bench strength and gets staffers out of the office before midnight. But done poorly, it can create more burdens than it eases. Here are five practices all nonprofit leaders should adopt.

1. Choose tasks wisely

Always try to devote your time to the projects that are the most valuable to your organization and can best benefit from your talents. On the other hand, delegate tasks that frequently reoccur, such as sending membership renewal notices, or tasks that require a specific skill in which you have minimal or no expertise, such as reconciling bank accounts.

2. Pick the right person

Before you delegate a task, consider the person’s main job responsibilities and experience and how those correlate with the project. However, keep in mind that employees may welcome opportunities to test their wings in a new area or take on greater responsibility. Be sure to consider staffers’ schedules and whether they actually have time to do the job well.

3. Perfect the hand-off

When handing off a task, be clear about the goals, expectations, deadlines and details. Explain why you chose the individual and what the project means to the organization as a whole. Also let the employee know if he or she has any latitude to bring his or her own methods and processes to the task. A fresh pair of eyes might see a new and better way of accomplishing it.

4. Keep in touch — to an extent

Delegation doesn’t mean dumping a project on someone else and then washing your hands of it. Ultimately, you’re responsible for the task’s completion, even if you assign it to someone else. So stay involved by monitoring the employee’s progress and providing coaching and feedback as necessary. Remember, however, there’s a fine line between remaining available for questions and micromanaging.

5. Acknowledge the help

A good delegator never takes credit for someone else’s work. Be sure you generously — and publicly — give credit where credit is due. This could mean verbal praise in a meeting, a note of thanks in a newsletter or a letter to the person’s manager. If the project’s size and scope warrant it, consider offering extra time off or a special gift.

November 08, 2018

Why your nonprofit’s internal and year end financial statements may differ

Why your nonprofit’s internal and year end financial statements may differ
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Do you prepare internal financial statements for your board of directors on a monthly, quarterly or other periodic basis? Later, at year end, do your auditors always propose adjustments? What’s going on? Most likely, the differences are due to cash basis vs. accrual basis financial statements, as well as reasonable estimates proposed by your auditors during the year end audit.

Simplicity of cash

Under cash basis accounting, you recognize income when you receive payments and you recognize expenses when you pay them. The cash “ins” and “outs” are totaled by your accounting software to produce the internal financial statements and trial balance you use to prepare periodic statements. Cash basis financial statements are useful because they’re quick and easy to prepare and they can alert you to any immediate cash flow problems.

The simplicity of this accounting method comes at a price, however: Accounts receivable (income you’re owed but haven’t yet received, such as pledges) and accounts payable and accrued expenses (expenses you’ve incurred but haven’t yet paid) don’t exist.

Value of accruals

With accrual accounting, accounts receivable, accounts payable and other accrued expenses are recognized, allowing your financial statements to be a truer picture of your organization at any point in time. If a donor pledges money to you this fiscal year, you recognize it when it is pledged rather than waiting until you receive the money.

Generally Accepted Accounting Principles (GAAP) require the use of accrual accounting and recognition of contributions as income when promised. Often, year end audited financial statements are prepared on the GAAP basis.

Need for estimates

Internal and year end statements also may differ because your auditors proposed adjusting certain entries for reasonable estimates. This could include a reserve for accounts receivable that may be ultimately uncollectible.

Another common estimate is for litigation settlement. Your organization may be the party or counterparty to a lawsuit for which there is a reasonable estimate of the amount to be received or paid.

Minimizing differences

Ultimately, you want to try to minimize the differences between internal and year end audited financial statements. We can help you do this by, for example, maximizing your accounting software’s capabilities and improving the accuracy of estimates.

October 03, 2018

Using insurance to manage your nonprofit’s risk

Using insurance to manage your nonprofit’s risk
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Insurance is the cornerstone of any not-for-profit’s comprehensive risk management plan. It can’t protect your organization from every contingency, but it’s critical to protecting the people, property, funds and support you depend on.

Must-have policies

Many kinds of insurance coverage are available, but it’s unlikely your organization needs all of them. One type you do need is a general liability policy for accidents and injuries suffered on your property by clients, volunteers, suppliers, visitors and anyone other than employees. Your state also likely mandates unemployment insurance as well as workers’ compensation coverage.

Property insurance that covers theft and damage to your buildings, furniture, fixtures, supplies and other physical assets is essential, too. When buying a property insurance policy, make sure it covers the replacement cost of assets, rather than their current market value (which is likely to be much lower).

Optional coverage

Depending on your nonprofit’s operations and assets, consider such optional policies as:

• Automobile,
• Product liability,
• Fraud/employee dishonesty,
• Business interruption,
• Umbrella coverage, and
• Directors and officers liability.

Insurance also is available to cover risks associated with special events. Before purchasing a separate policy, however, check whether your nonprofit’s general liability insurance extends to special events.

Setting priorities

Because you’re likely to be working with a limited budget, prioritize the risks that pose the greatest threats and discuss with your financial and insurance advisors the kinds — and amounts — of coverage that will mitigate them. But don’t assume insurance alone will address your nonprofit’s exposure. Your objective should be to never actually need insurance benefits. To that end, put in place internal controls and other risk-avoidance policies.

We can help you establish policies that stipulate proper oversight of accounting functions by executives and board members and provide for the security of physical assets and safety of employees and nonemployees. And your insurance agent can help determine the amount of coverage that’s appropriate given the size and scope of your organization.

August 23, 2018

Make a licensing agreement work for your nonprofit

Make a licensing agreement work for your nonprofit
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Licensing your not-for-profit’s name to a for-profit company can provide a valuable new revenue source — but it can also be risky. If you’re considering a licensing arrangement, ensure that the partnership really will generate funds and, possibly more important, a positive impression of your brand.

Success . . . and controversy

When licensing arrangements work, both charities and companies can experience significant benefits. AARP and UnitedHealthcare, the ASPCA and Crum & Forster Pet Insurance Group, and Share Our Strength and American Express have all successfully executed profitable licensing arrangements.

But such arrangements can also cause controversy. In the 1990s, the Arthritis Foundation licensed its name to a line of Johnson & Johnson analgesics called Arthritis Foundation Pain Relievers in return for at least $1 million per year. But many groups complained that the arrangement compromised the charity’s objectivity.

Preventing unwelcome surprises

To ensure a license arrangement doesn’t become a public relations problem, thoroughly research any potential partner’s business and products and the backgrounds of its principals. Also confirm that your mission and values align. If you determine that a potential licensee’s products or services have the potential to undermine your brand, take a pass — no matter how high the promised royalties.

Work with your attorney to include certain provisions in any license agreement. Specify how the licensee can use your name and brand, mandate quality control standards and detail termination rights. And realize that signing the agreement doesn’t end your responsibility — you’ll need to actively monitor the licensee’s use of your name and intellectual property throughout the agreement period. If it sounds like all this will require additional staff time, you’re right.

In fact, the resource-intensive nature of licensing leads some nonprofits to outsource the work. Outsourcing allows your organization to focus on its mission, but you’ll probably pay upfront fees, a monthly retainer and a percentage of the royalties your consultant secures. So it’s important to crunch the numbers and make sure your license arrangement is worth this expense and effort.

Compliance matters

Nonprofits enjoy a royalty exclusion that generally exempts licensing revenues from unrelated business income taxes (UBIT). But certain arrangements can jeopardize this. You can’t receive compensation based on your licensee’s net sales — only on gross sales. And you must play a passive role, meaning you don’t actively provide services to the licensee. Contact us for more information.

July 25, 2018

When it comes to revenue, nonprofits need to think like auditors

When it comes to revenue, nonprofits need to think like auditors
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Auditors examining a not-for-profit’s financial statements spend considerable time on the revenue figures. They look at the accounting methods used to record revenues and perform a detailed income analysis. You can use the same techniques to increase your understanding of your organization’s revenue profile.  (more…)

June 19, 2018

Make the most of your fundraising with simple metrics

Make the most of your fundraising with simple metrics
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The amount of money your not-for-profit raises in fundraising campaigns is meaningful, but so is how efficiently you’re able to raise it. Such costs can be measured using two metrics: Cost ratio and return on investment (ROI). Let’s take a look. (more…)

May 29, 2018

Financial sustainability and your nonprofit

Financial sustainability and your nonprofit
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If your not-for-profit relies heavily on a few funding sources — for example, an annual government or foundation grant — what happens if you suddenly lose that support? The risk may be compounded if you generally spend every penny that comes in the door and fail to build adequate reserves. Bottom line: If your nonprofit hopes to serve its community many years into the future, you need to think about financial sustainability now.  (more…)

May 23, 2018

Procurement procedures: Is your nonprofit really in compliance?

Procurement procedures: Is your nonprofit really in compliance?
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The relatively new federal procurement standards significantly alter the way not-for-profits receiving federal funding handle purchasing. And while your organization may have changed its written policies to comply with the revised standards, it may be easier to follow the rules on paper than in practice. (more…)

May 10, 2018

Accounting for pledges isn’t as simple as it might seem

Accounting for pledges isn’t as simple as it might seem
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When a donor promises to make a contribution at a later date, your not-for-profit likely welcomes it. But such pledges can come with complicated accounting issues. (more…)

April 23, 2018

Should your nonprofit have an advisory board?

Should your nonprofit have an advisory board?
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Your not-for-profit is likely governed by a core group of board members. But the addition of an informal advisory board can bring complementary — and valuable — skills and resources to this group.  (more…)

April 18, 2018

4 steps to boosting positive PR for your nonprofit

4 steps to boosting positive PR for your nonprofit
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For most not-for-profits, there’s no such thing as too much good publicity. If you’re struggling to get enough attention from media outlets, follow these steps: (more…)

March 22, 2018

Make telecommuting work for your nonprofit

Make telecommuting work for your nonprofit
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Like their for-profit counterparts, not-for-profits are increasingly allowing employees to telecommute. Done right, work-at-home arrangements, either full time or on an occasional basis, can pay off for both employers and employees. But you’ll need to be proactive to avoid some pitfalls. (more…)

March 20, 2018

Spring cleaning: Review your nonprofit’s programs — and possibly replace some

Spring cleaning: Review your nonprofit’s programs — and possibly replace some
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Has your not-for-profit’s program lineup remained unchanged for at least a couple of years? If so, consider using the tradition of spring cleaning to review your offerings. Some of your programs might be due for replacement.  (more…)

March 20, 2018

Is your nonprofit’s board providing adequate fiscal oversight?

Is your nonprofit’s board providing adequate fiscal oversight?
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Nonprofits don’t face the same government regulations or public scrutiny as for-profit public companies do. But that doesn’t mean your board can afford to get slack about financial governance. Donors and watchdog groups pay close attention to organizations’ Forms 990 and the media is quick to pounce on rumors of fraud in the nonprofit sector. That’s why you should regularly evaluate your board’s financial oversight (if you aren’t already doing so) and recruit new members or outside advisors with financial expertise if necessary.  (more…)

March 05, 2018

It’s time for nonprofits to embrace the cloud

It’s time for nonprofits to embrace the cloud
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Cloud computing promises lower technology costs and greater efficiency and productivity. Yet many nonprofits have yet to move to the cloud, possibly because their staffs are smaller and their IT expertise is limited. Fortunately, cloud computing is a simple concept that’s easy to adopt. (more…)

February 26, 2018

Boosting the matching gifts your nonprofit receives

Boosting the matching gifts your nonprofit receives
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Corporate matching can double the value of donors’ gifts — a bonus no not-for-profit organization can afford to pass up. Are you doing everything you can to educate your financial supporters and their employers about matching gifts?  (more…)

February 22, 2018

Making the most of your nonprofit’s internal audit function

Making the most of your nonprofit’s internal audit function
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The key role of a not-for-profit’s internal auditors was once limited largely to testing financial and compliance controls and reporting their findings to the organization’s leadership. But today, with their cross-departmental perspective, internal audit staff (whether employees or outside consultants) can help anticipate and mitigate a variety of risks, improve processes — and even help evaluate your nonprofit’s strategies.  (more…)

February 15, 2018

Is your nonprofit ready to hire new staffers?

Is your nonprofit ready to hire new staffers?
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According to the 2017 Nonprofit Employment Practices Survey by human resources consultant Nonprofit HR, charities are hiring at a faster pace than for-profit companies. Of the not-for-profits surveyed, 50% reported that they would add staffers, vs. 40% of for-profit businesses.
Yet plenty of nonprofits are still hesitating to add employees to the payroll. If your organization is on the sidelines but thinking about hiring in the near future, the following three questions can help you decide: (more…)

February 05, 2018

Collaborating for a cause: Nonprofit alliances

Collaborating for a cause: Nonprofit alliances
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Countless nonprofits have partnered up for strength and survival in recent years. But the success of these arrangements depends on careful planning and oversight.  (more…)

January 25, 2018

What nonprofits need to know about the new tax law

What nonprofits need to know about the new tax law
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The number of taxpayers who itemize deductions on their federal tax return — and, thus, are eligible to deduct charitable contributions — is estimated by the Tax Policy Center to drop from 37% in 2017 to 16% in 2018. That’s because the recently passed Tax Cuts and Jobs Act (TCJA) substantially raises the standard deduction. Many not-for-profit organizations are understandably worried about how this change will affect donations. But this isn’t the only TCJA provision that affects nonprofits.

Donors have fewer incentives

In addition to reducing smaller-scale giving by shrinking the pool of people who itemize, the TCJA might discourage major contributions. The law doubles the estate tax exemption to $10 million (indexed for inflation) through 2025. Some wealthy individuals who make major gifts to shrink their taxable estates won’t need to donate as much to reduce or eliminate their potential estate tax.

UBIT takes a bigger bite

The new law mandates that nonprofits calculate their unrelated business taxable income (UBTI) separately for each unrelated business. As a result, they can’t use a deduction from one unrelated business to offset income from another unrelated business for the same tax year. However, they can generally use one year’s losses on an unrelated business to reduce their taxes for that business in a different year. The TCJA also includes in UBTI expenses used to provide certain transportation-related and other benefits. So, the unrelated business income tax (UBIT) a nonprofit must pay could go up.

High compensation risks new tax

Nonprofits with highly compensated executives may now potentially face a 21% excise tax. The tax applies to the sum of any compensation (including most benefits) in excess of $1 million paid to a covered employee plus certain large payments made to that employee when he or she leaves the organization, known as “parachute” payments. The excise tax applies to the amount of the parachute payment less the average annual compensation.

Bond interest exemption revoked

The TCJA repeals the tax-exempt treatment for interest paid on tax-exempt bonds issued to repay another bond in advance. An advance repayment bond is used to pay principal, interest or redemption price on an earlier bond prior to its redemption date.

Be informed

Note that other rules and limits may apply. We can provide you with a detailed picture of the new tax law and explain how it’s likely to affect your organization.

January 18, 2018

Conflict-of-interest checklist for nonprofits

Conflict-of-interest checklist for nonprofits
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Not-for-profit board officers, directors, trustees and key employees must avoid conflicts of interest because it’s their duty to do so. Any direct or indirect financial interest in a transaction or arrangement that might benefit one of these individuals personally could result in the loss of your organization’s tax-exempt status — and its reputation. (more…)

January 12, 2018

Don’t let donor fatigue erode support for your nonprofit

Don’t let donor fatigue erode support for your nonprofit
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After a flurry of year-end fundraising, you and your not-for-profit’s staff are probably ready for a little break. Your supporters may be tired, too. At some point, even the most philanthropic individuals experience donor fatigue and start saying “no” — even to their favorite charities.
Here’s how to remain engaged with donors and yet keep your fundraising efforts from eroding relationships.
(more…)

December 25, 2017

How nonprofits can successfully execute a capital campaign

How nonprofits can successfully execute a capital campaign
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When your not-for-profit desperately needs a new facility, costly equipment or an endowment, a capital campaign can be the best way to raise funds. But to be successful, a campaign requires strong leadership, extensive planning and dedicated participants.
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December 19, 2017

5 strategies for struggling nonprofits

5 strategies for struggling nonprofits
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If your not-for-profit is struggling financially, you’ve probably already taken steps to cut costs, such as wage freezes and layoffs. But to keep your organization afloat, you may need to come up with more creative ways to generate operating cash flow. Here are five:
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December 19, 2017 BY Yosef Z. Klein

Status of Qualified Tuition Reduction

Status of Qualified Tuition Reduction
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Last week, on December 15th , the Joint Committee on Taxation released a conference report on the Tax Cuts and Jobs Act. The House proposal included the repeal of the “qualified tuition reduction” exclusion from income, however the conference report does NOT include any mention of repealing the “Qualified Tuition Reduction” exclusion from income.
If the Tax Cuts and Jobs Act is enacted in its current version, educational institutions and their employees will continue to benefit from the “Qualified Tuition Reduction” exclusion from income.

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November 29, 2017

Finding and keeping event sponsors

Finding and keeping event sponsors
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However much planning has gone into your special event, it may all be for naught if you can’t find reliable sponsors to foot a large percentage of the expenses involved. To line up businesses and individuals to sponsor your big fundraiser, annual meeting or other event, and retain them once you have their allegiance, be sure to:

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November 16, 2017

How nonprofits can maximize donors’ generosity around the holidays

How nonprofits can maximize donors’ generosity around the holidays
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People are naturally inclined to make charitable gifts around the holidays. With the end of the year fast approaching, your not-for-profit should prepare now to take advantage of donors’ generosity. Here are four tips for making the most of the season:
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November 06, 2017

Why your nonprofit must avoid excess benefit transactions

Why your nonprofit must avoid excess benefit transactions
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Not-for-profits that ignore the IRS’s private benefit and private inurement provisions do so at their own peril. These rules prohibit an individual inside or outside a nonprofit from reaping an excess benefit from the organization’s transactions. Violation of such rules can have devastating consequences.
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October 27, 2017

5 Simple Steps to a Better Nonprofit Budget

5 Simple Steps to a Better Nonprofit Budget
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Preparing your not-for-profit’s annual budget is probably one of the least appealing parts of your job. Here’s how to make the process a little less painful.
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October 22, 2017

Don’t let a crisis KO your nonprofit’s special event – plan ahead

Don’t let a crisis KO your nonprofit’s special event – plan ahead
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If yours is like most not-for-profit organizations, you depend on a big annual event to raise significant funds or attract new members and supporters. Every facet of your event must be perfect if you’re to reach your goals. But as any experienced event planner can tell you, almost no benefit, gala, meeting or conference goes off without at least a small hitch. And if you’re not prepared for the worst, a big hitch could ruin your fundraiser.
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October 09, 2017

Are Term Limits Right for your Nonprofit’s Board Members?

Are Term Limits Right for your Nonprofit’s Board Members?
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Term limits for not-for-profit board members can be a double-edged sword. They can allow you to easily let go of unsuccessful board members, but they also can cause you to lose the best sooner than you’d like. Consider some of the issues involved before making a decision.

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September 24, 2017

Use a Giving Day to Raise Money — and Awareness — For Your Nonprofit

Use a Giving Day to Raise Money — and Awareness — For Your Nonprofit
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What are you doing November 28? If that date doesn’t ring a bell, your not-for-profit probably hasn’t made plans to participate in National Giving Tuesday. But considering the opportunities associated with it, maybe it should.

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September 17, 2017

Make Sure Your Nonprofit’s SEO Strategy Keeps Pace With the Web

Make Sure Your Nonprofit’s SEO Strategy Keeps Pace With the Web
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When did you last Google your not-for-profit’s name or check to see if your website is among the top search results for relevant terms? Many organizations optimize their sites for search engines when they first launch and never revisit their search engine optimization (SEO) strategy. Unfortunately, this is a recipe for online obscurity.

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August 13, 2017

Is One of Your Nonprofit’s Board Members Causing Trouble?

Is One of Your Nonprofit’s Board Members Causing Trouble?
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Your not-for-profit has probably spent a lot of time and effort attracting board members who have the knowledge, enthusiasm and commitment to make a difference to your organization. Unfortunately, what begins as a good relationship can sour over time, and you may find yourself in the tough position of having to “fire” a board member.

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July 23, 2017

Nonprofits: Harness the Power of the Personal Appeal

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You’ve probably heard it before: People don’t give to causes — they give to those asking on behalf of a cause. That’s why a personal appeal continues to be such a powerful not-for-profit fundraising tool. In fact, requests from friends or family members typically drive most charitable donations. By appealing to their networks, board members can be particularly effective fundraisers.

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June 23, 2017

What Really Motivates Nonprofit Donors?

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What do charitable donors want? The classic answer is: Go ask each one individually. However, research provides some insight into donor motivation that can help your not-for-profit grow its financial support.

Taxing matters
The biennial U.S. Trust® Study of High Net Worth Philanthropy, conducted in partnership with the Indiana University Lilly Family School of Philanthropy, regularly finds that wealthy donors are primarily motivated by philanthropy. The tax benefits of giving were cited by only 18% of respondents in the 2016 survey.
On its own, your organization has little control over tax rates or deductions. But by teaming up with other nonprofits, you can exercise influence over tax policy. For example, groups such as the Charitable Giving Coalition have been credited with helping to defeat congressional challenges to the charitable deduction. Some nonprofits also partner up to influence state legislation on charitable giving incentive caps. Just keep in mind that, to preserve your nonprofit’s tax-exempt status, political lobbying should be kept to a minimum.

Matching opportunity
Other research has found that donors are just as motivated by matching gifts as they are by tax benefits. A joint Australian and American study gave supporters a choice between a tax rebate and a matching donation to charity. Donors were evenly split between the two — but those opting for the match gave more generously than those who took the rebate.
If your nonprofit hasn’t already tried offering matching gifts, it’s worth testing. You’ll need to identify donors willing to use their large gift to incentivize others — reliable supporters such as board members or trustees. Consider using their gifts during short-lived fundraisers, where a “ticking clock” lends the offer greater urgency.
Other strategies can enable donors to stretch their giving dollars. For example, encourage your supporters to give appreciated stock or real estate. As long as the donors meet applicable rules, they can avoid the capital gains tax liability they’d incur if they sold the assets.

Don’t make assumptions
Donors can be motivated by many social, emotional and financial factors. So it’s important not to assume you know how your target audience will respond to certain types of fundraising appeals. Perform some basic research, asking major donors and their advisors about their philanthropic priorities. Contact us for more revenue-boosting ideas.

December 05, 2016 BY Zacharia Waxler, CPA

Proper Procurement Procedures: For Shools and Yeshivas

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