Carroll county nonprofit management 2013


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Carroll county nonprofit management 2013

  1. 1. StrengtheningCarroll CountyNonprofitsthroughEffectiveManagementCarroll CountyFocus on the FuturePresenter:Miriam Robeson, AttorneyApril 25, 2013
  2. 2. Nonprofit Organization andEffective Management –What is it?Focus on basics in four areas:Nonprofit GovernanceNonprofit ComplianceNonprofit AccountabilityThreats to Nonprofit Success
  3. 3. Nonprofit BasicsGovernance
  4. 4. Corporate FormalitiesArticles of Incorporation - IndianaTax ID number - from IRSStatement of purposeBylaws/Governing DocumentConflict of Interest PolicyOfficers/Board of DirectorsBudget (4 year prior or 3 years future)IRS Form 1023 - Tax ExemptApplication – required for §501(c)(3)statusMinimum Documents for Tax Exempt Status:
  5. 5. Important Documents Bylaws Should be readily available Should be reviewed and updated every 5 years Should “work with” the Board Conflict of Interest Policy Sign every year For new and returning board membersHandout: Nonprofit Sample BylawsHandout: Conflict of Interest Policy
  6. 6. Corporate FormalitiesBoard of DirectorsMinimum = 3 / Preferred = 5Officers –PresidentVice PresidentSecretaryTreasurerFunctional Committees
  7. 7. 5 Ways toBetter Board MeetingsBoard Meetings don’t have to be TORTURE! Have an Agenda Be Prepared Know your Audience Keep it Short! Keep track of what happensHandout: Sample Agenda
  8. 8. 5 Ways toBetter Board Meetings1. Have a (written) Agenda Keeps the meeting focused and moving Include routine and special items Consent Agendas save time Have handouts for reports and financial2. Be Prepared Read your Board Packet - Know the issues Do your homework from previous meetings3. Know your Audience What does YOUR Board expect from meetings? “Show and Tell” versus “Just the Highlights” Level of detail expected in reports Board Meetings should be RELEVANT to the time, place,issues facing the board
  9. 9. 5 Ways toBetter Board Meetings4. Keep it SHORT! 1 hour or less (use “Time Checks”) Agenda helps manage time Robert’s Rules NOT required If you can’t end on time – Ask the Board to help prioritize remaining agenda items Save some items for another meeting Consider a special meeting to handle special matters5. Keep Track of What Happens at Meetings Have someone take notes and prepare minutes Keep track of who is assigned to which tasks Document who makes motions and note “nay” voters Record action taken on Board matters (HINT: sometimes the government will ask for copiesof minutes)
  10. 10. 5 Important Duties ofBoard Members3 “traditional” – 2 “extra” Duty of Care (Due Diligence ) Duty of Obedience Duty of Loyalty Duty to the “Mission” Duty to the well-being of theorganizationHandout: 8 Questions Asked by Nonprofit Boards
  11. 11. 1. Duty of Care - Due Diligence Board Members are required to be INFORMED Must know - financial, government status, projects andoperations No excuse for ignorance Includes a duty to train successors about their duties!2. Duty of Obedience Do what you are required to by the order of the Board, thepolicies of the organization or the law3. Duty of Loyalty Support the Board - even when you don’t agree with it’sactions (or politely resign) Don’t talk about Board matters outside the Board room Always act in the organization’s best interest5 Important Duties ofBoard Members
  12. 12. 4. Duty to the Mission KNOW - BELIEVE - SUPPORT the Mission Should be able to recite the Mission - anytime, anywhere (otherwise, why are you on the Board?)5. Duty to the Well-Being of the organization It is the responsibility of the Board of Directors toensure the financial and philosophical well-being of theorganization The Board of Directors MUST: Manage the organization through financial hardship Ensure that programs and activities thrive Ensure the longevity of the organization5 Important Duties ofBoard Members
  13. 13. Nonprofit BasicsCompliance
  14. 14. Compliance - State•Indiana Secretary of StateAnnual Business Entity Report•Indiana State Board of Accounts•Financial Reporting for Government FundsEntity Annual Report (E-1)•Indiana Department of RevenueNP-20
  15. 15. Compliance - FederalIRS – 990 Form<$50,000 – 990 N•Change in thresholdbeginning 2010•On-line ONLY•Due 5 + 15 after end offiscal year•NO extensions of time!>$50,000 – 990 EZ/990• Due 5 + 15• 6 month automatic extension• For most nonprofits – 990 EZ• Minimal property or realestate• Normal gross receipts <$200,000• Total Assets < $500,000Failure to file – automatic revocation of §501(c)(3) status
  16. 16. Compliance - LobbyingCANNOT DO•Endorse politicalcandidate•Spend more than 5%of annual budget onlobbying activities•Directly lobbylegislatorsCAN DO•Hold Candidate forum•Educate the public onthe issues importantto the nonprofit•Encourage like-minded supporters tocontact theirlegislators
  17. 17. Compliance - EmploymentEmployment taxesand reports mustbe timely filed!Federal -- 941 –Employer’sQuarterly FederalTax ReturnState -- WH-1 –Employer’s StateTax ReturnJanuary 1 – ONLINErequirement formanyorganizationsFederal – EFTPS(electronic federaltax payme ntsystem)State – IN-TaxEmployer conduct“Exempt” versus“non exempt”employeesWages and HourslawsFair Hiring andNondiscriminationDoes not apply toall employersAPPLIES FORGOVERNMENTFUNDING!
  18. 18. Compliance - UBIT• (A) Trade or business• (B) regularly carried on• (C) not “substantially related” to exempt purposeUBIT – UnrelatedBusiness IncomeTax• Apartment rental income• Store or shop unrelated to mission (coffee shop)Examples:If UBIT constitutes “substantial portion” of income,nonprofit can lose exempt status!
  19. 19. Nonprofit BasicsAccountability
  20. 20. AccountabilityThe Buck Stopswith the BoardBoard reports to•Donors•Government•Sponsors•GrantorsAre you GoodStewards of theresources thepublic entrusts inyour care?
  21. 21. Accountability -Financial Governance Policies Policies for – Handling Money Recording Money Reporting MoneyHandout – Nonprofit Financial Control Policy
  22. 22. AccountabilityFinancial ControlsFinancial Procedures ManualRestrictions documented and honored• Donor restrictions• Grant requirements• Commingling FundsTraining program for Staff and BoardDocument Retention/Destruction PolicyHandout – Document Destruction Policy
  23. 23. Transparency – Credibility to PublicRequired disclosures•Tax returns•Organizational Documents•Articles of Incorporation•Bylaws•Funds used for lobbying•Application for Exempt StatusRecommendeddisclosures•Annual report•Basic Financial Statement•Report of Activities•Mission/VisionRegularly provide information to the Public
  24. 24. Charitable Donations Watch the Rules regarding charitabledonations! What can be considered a donation? What paperwork is required? Donations of goods or funds > $250 requirewritten acknowledgement Magic language: “No goods or services wereprovide in exchange for this donation” NOTE – donations of TIME and EXPERTISE areNOT deductible!Handout: Top 10 Rules for Charitable Donations
  25. 25. Nonprofit BasicsRisk Management
  26. 26. Risk Management for NonprofitsBest Practices to PreventFinancial Crisis Identify Risk Ranks Risk Identify Policies to manage risk Implement protections Implement procedures in event ofcrisis
  27. 27. Risk Management – GeneralLiability Insurance Do you NEED Insurance? What are your risks? Events Location/Premises Goods and Services Insurance is recommended to protect thenonprofit in the event of a claim for harmto person or property.
  28. 28. Risk Management – D&O InsuranceD&OInsurancecoversBreach of DutyWrongful acts ofthe boardMismanagementWhat D&ODoesProvides legaldefensePays claimsWhat D&ODoesn’tNormal liabilityclaimsCriminal actsDirectors & Officers Insurance Protectsthe Board and Key Staff
  29. 29. Risk Management PlanTypes of Risk to Manage• Board members, volunteers,employees, clients, donors,the public.People• Buildings, facilities,equipment, materials,copyrights, trademarksProperty• sales, grants, contributions,sponsors, fund raisingIncome• reputation, stature in community,ability to raise funds and appeal toprospective volunteersGoodwillHandout – Risk Management Policy
  30. 30. Risk Management - PeoplePoor economy has resulted in an increasein criminal conduct against nonprofitsEmbezzlement by employeesEmbezzlement by officersFraud from “outsiders”Phrase of the Day – “Trust But Verify”
  31. 31. Issues of Fraud and the Nonprofit Sector “Headline News” creates an inaccurate picture Impression of more fraud than actually exists Impression of “we’re not like that” fosterscomplacency Ignorance of Full PR Impact of fraud in “headlinenews” Every dollar lost to fraud = lost ability toachieve mission Every fraud headline > public scrutiny ofnonprofits Every fraud headline < public donations tononprofits
  32. 32. What are the most common types of fraud?16.20%9.60%28%15.10%16.90%10.60%2.40% 11.50%SkimmingLarcenyBillingExpenseCheckPayrollCash RegisterCash on Hand2010 Global Fraud Study, Association of Certified Fraud Examiners
  33. 33. How is Fraud Punished? Termination of employment = 72% No punishment = 7% Quit/disappeared = 8% Referral to law enforcement = 72% Prosecutor declines to prosecute =25%(Note – numbers total greater than 100%because more than one action is taken)“An Investigation of Fraud in Nonprofit Organizations: Occurrencesand Deterrents,” Greenlee, Fischer, Gordon and Keating, 2006, HauserCenter for Nonprofit Organizations
  34. 34. What is the likelihood of recovering funds? (1) Nothing recovered = 50% Partial recovery = 16% Complete recovery = 34% Small organizations are much more likely tobe a victim of occupational fraud Lack of anti-fraud controls in smallerorganizations contributes to vulnerabilityWHO IS MORE LIKELY TO BE VICTIMIZED? (2)1. “An Investigation of Fraud in Nonprofit Organizations: Occurrences andDeterrents,” Greenlee, Fischer, Gordon and Keating, 2006, Hauser Center forNonprofit Organizations2. 2010 Global Fraud Study, Association of Certified Fraud Examiners
  35. 35. Nonprofits and FraudWhat to do when it happens to you!• Lock-down data• Start a formal audit process with outside auditor• Change procedures and rotate staff responsibilitiesIf you suspect fraud – act immediately!• All of the above, PLUS• Confront the perpetrator (employee, officer, outsidecontractor)• Copy and compile evidence in a separate, protected andconfidential file• Contact the police, if appropriateIf you verify fraudHandout – Someone Stole the Cashbox!
  36. 36. PR for NonprofitsPublic Relations During Fraud CrisisIf Fraud orembezzlementfinds yourNonprofit,•How thepublic hearsabout andperceives theincident candrasticallyaffect thenonprofit’sability tomove beyondthe event.DO NOTHIDE orMinimize theseriousnessof the event•If you arecontacted bythepress, answer!- if you don’tget your storyout, no onewill, andspeculation willreplace factsHave a planof action forresponse• If employee:suspension, termination• If board member:resignation, removal•Note appearance ofimpropriety isenough to take actionfor a boardmember, but moreevidence is needed totake action against anemployeeHandout – Public RelationsDuring Nonprofit Crisis
  37. 37. Preventing FraudHave and use financial controlpoliciesKnow who handles themoneyRemove temptationReview financial information•ALSO - have independent review offinancesBe aware that it canhappen to your nonprofit!
  38. 38. Nonprofit Organization andEffective ManagementGovernanceComplianceAccountabilityThreats
  39. 39. For More Information – Exempt Organizations Publication 557 – Tax Exempt Status Info Online – Exempt Org Select Check Indiana Secretary of State Indiana Department of Revenue Charity Navigator Blue AvocadoHandout – Where to Go for More Information
  40. 40. Thank you for yourattention!Any Questions?Miriam Robeson, AttorneyToday’s materials are available onMiriam’s Website: