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4 d is a corporate foundation for you karen cooper


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4 d is a corporate foundation for you karen cooper

  1. 1. IMAGINE CANADA AND VOLUNTEER CANADA 2011 Canadian Business & Community Partnership Forum & Awards Montebello – June 9, 2011Is a Corporate Foundation for You? By Karen J. Cooper, LL.B., LL.L., TEP 1-866-388-9596 © 2011 Carters Professional Corporation
  2. 2. 2 A. BACKGROUND • 3 Types of Registered Charities 1. Charitable Organizations 2. Public Foundations 3. Private Foundations • A charity will be designated a "charitable organization," a "public foundation," or a "private foundation," depending on its structure, its source of funding, and the way it operates • Amendments to the Income Tax Act have blurred the distinction between the types of registered
  3. 3. 3 1. Charitable Organization • All resources devoted to charitable activities carried on by it – 149.1(6) • No personal benefit • No control by related persons and no control by a person who has contributed more than 50% of the capital or someone related to such person • May carry on limited political activities and related
  4. 4. 4 2. Public Foundations • Not a charitable organization • May disburse funds to qualified donees (other registered charities) – more than 50% of expenditures on disbursements vs activities • No control by related persons • No control by a person who has contributed more than 50% of the capital or someone related to such person • May only carry on a related business and limited political activities, may not acquire control of any corporation or incur certain
  5. 5. 5 3. Private Foundations • Not a charitable organization • May disburse funds to qualified donees (other registered charities) – more than 50% of expenditures on disbursements vs activities • May be closely held and controlled • May not carry on any business, acquire control of any corporation or incur certain debts • Subject to excess corporate holdings regime and difficulties with non-qualifying
  6. 6. 6 • Disbursement Quota – 2010 Federal Budget eliminated the 80% disbursement quota – Also, repeal of 80% DQ related concepts  Enduring property (including ten-year gifts)  Capital gains pool  Specified
  7. 7. 7 – Foundations must still expend 3.5% of assets not used directly in charitable activities or administration (“investment assets”) – Based on the average value of assets in 24 months immediately preceding the taxation year – 3.5% DQ does not apply if property is $25,000 or
  8. 8. 8 – Transfer between non arm’s length charities - to be expended by following year, unless designated gift  Not transfers between arm’s length charities  When to designate a gift ◦ If gift would not be expended by transferee charity the following year  Effect of designating a gift ◦ Transferor charity has to meet its own 3.5% DQ with other
  9. 9. 9 • CRA Fundraising Guidance – With 80% DQ repealed, more focus on compliance with CRA’s Fundraising Guidance – 2010 Budget indicates that part of CRA’s Fundraising Guidance has strengthened CRA’s ability to ensure that a charity’s fundraising practices are appropriate – Regulates fundraising practices – Regulates fundraising
  10. 10. 10 – Fundraising ratio: fundraising costs to fundraising revenue in a fiscal year  35% or less - unlikely to generate questions or concerns  35 to 70% - CRA will examine average ratio over recent years to determine if there is trend of high fundraising costs  Over 70% - will raise concerns with CRA and will likely result in
  11. 11. 11 – Guidance provides information on current treatment of fundraising under ITA and common law (not a new CRA policy position)  Distinguishing between fundraising and other expenditures  Allocating expenditures for T3010 reporting  Dealing with activities that have more than one purpose  Understanding how CRA assesses what is acceptable
  12. 12. 12 B. ADVANTAGES • Protection of assets – Assets are separate from operating entity which is more likely to be sued – But, must be an arm’s length board to be
  13. 13. 13 • Segregation of Funds – Distinguish between annual and capital fundraising  Two campaigns can be run at the same time for a different purpose  Options for donors to support the organization are expanded – Creation of endowment(s)  Can produce a flow of income to the charity in the future by gradually building up a large capital
  14. 14. 14 – Perceived need to separate surplus from control of operating entity  Ensures that the funds are protected for use by the charity in the future – Government funding decisions  Provides future protection in the event of government cutbacks – Perpetuating the names of particular donors  Establishment of a named fund is much easier within a foundation than a
  15. 15. 15 • Attracting Board members with specific skills: – Fundraising – Fund management & investment • Allows operating organization to focus on own mission and operations • Affirmation of longevity • Greater likelihood of an increase in
  16. 16. 16 • Potential to receive more funding than a charitable organization • Not required to devote all resources to own charitable activities in a given year, subject to the disbursement quota requirements • Centralization, cohesiveness and coordination of the organization – Provides a single vehicle for the purpose of charitable giving – Day-to-day administrative burdens of decision- making, policy formulation and other related matters are transferred to the decision-makers of the
  17. 17. 17 • Increased flexibility in charitable gifting • Increased publicity – A parallel foundation provides more publicity and marketing consequences for a corporation that may not be available to a corporation that is engaged in charitable giving on its own • Boost employee
  18. 18. 18 • Other advantages of a Private Foundation – Can be closely or family-held – Can borrow for purpose of investing – Provides significant control to establishing group or individual – Provides retention of control over investment of its assets – Maintenance of privacy regarding the gifts made to the foundation – Control over timing of gifts made and to whom gifts are made to and by a
  19. 19. 19 • Advantages of Donor Advised Funds – No administrative and managerial requirements – Not required to report annually – No compliance obligations – Costs to set up a corporation or trust are not applicable – Not required to register with
  20. 20. 20 C. CHALLENGES • Increased administrative and regulatory compliance burden – Incurring ongoing expenses and the requirement for ongoing oversight and professional advice – Record-keeping, filings, audits – Staffing?
  21. 21. 21 • Who is in control? – Fundraising priorities – Mission, goals and objectives may diverge – Unrealistic expectations, performance
  22. 22. 22 • Audit Issues – If a non-arm’s length board may be required to consolidate – Restrictions on funds may not move them off the balance
  23. 23. 23 • Disbursement Quota – 3.5% may be difficult to meet, particularly in initial years and depending upon terms of endowments with respect to capital encroachment – Compliance with technical anti-avoidance rules regarding “designated gifts”
  24. 24. 24 • Fundraising Guidance – If all fundraising expenses are in the Foundation may be difficult to keep fundraising ratio under 35% – But, may be easier to isolate fundraising best practices into separate organization • Transfers of existing long-term or restricted gifts may be
  25. 25. 25 • Potential for negative publicity – When parallel foundation is not administered properly and runs afoul of the regulatory regimes • Disadvantages of a Private Foundation – Cannot carry on any related business – Can be expensive and more complicated than donor advised funds – Additional tax rules such as non-qualified investments, non-qualified securities and excess corporate holding
  26. 26. 26 D. SOME QUESTIONS FOR DISCUSSION 1. Do the existing and future assets warrant protection and management in separate corporation? 2. Where would fundraising expenditures be incurred? To what extent? 3. What would be the implications of consolidation for the organization? 4. What about intellectual property licensing?
  27. 27. 27 5. Would there be difficulties with the transfer of existing gifts and funds? To what extent? 6. What level of control would be required by the operating/sponsoring organization? 7. Who would be responsible for establishing fundraising priorities? 8. Will you be able to recruit a separate board with the required skill set or are you simply diluting the strength of the existing board? 9. How will staffing and administrative support be
  28. 28. 28 THANK YOU Karen J. Cooper Carters Professional Corporation (613) 235-4774 or
  29. 29. DisclaimerThis handout is provided as an information service by Carters Professional Corporation. It iscurrent only as of the date of the handout and does not reflect subsequent changes in the law.This handout is distributed with the understanding that it does not constitute legal advice orestablish a solicitor/client relationship by way of any information contained herein. Thecontents are intended for general information purposes only and under no circumstances canbe relied upon for legal decision-making. Readers are advised to consult with a qualifiedlawyer and obtain a written opinion concerning the specifics of their particular situation. © 2011 Carters Professional Corporation