The document provides tips to help nonprofits avoid common financial mistakes and accountability issues. It discusses increasing IRS scrutiny of nonprofits and the importance of financial oversight and compliance. Key points include following policies for handling, recording, and reporting money; preventing conflicts of interest; and establishing ethical standards for executive compensation and transactions. Risk management, fraud prevention, and crisis planning are also covered to help nonprofits maintain accountability and financial stability.
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Paying your executives too much can have negative consequences: public anger, loss of tax-exempt status, substantial fines on both the executives who receive the overpayment and the board members who approved it, attention from state attorneys general, and criticism from those who oppose your organization’s mission.
Underpaying your executives has risks too. It can cause valuable employees to leave for greener pastures and make it difficult to attract the best candidates to lead your organization.
What’s a nonprofit to do?
Presenters: Jeffrey S. Tenenbaum, Esq., Partner and Chair of the Nonprofit Organizations Practice, Venable LLP; Matthew T. Journy, Esq., Counsel, Nonprofit Organizations Practice, Venable LLP; Cody Cassady, Marketing & Outreach Coordinator, GuideStar USA, Inc. (moderator).
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Sign up for our weekly C-Suite Snacks webinars here: https://www.citrincooperman.com/infocus/c-suite-snacks
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Underpaying your executives has risks too. It can cause valuable employees to leave for greener pastures and make it difficult to attract the best candidates to lead your organization.
What’s a nonprofit to do?
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Presentation on the impact of UBIT (unrelated business income tax) issues to nonprofit organizations and what they can do to handle these issues as they arise.
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Marilyn Wyatt (Consultant, Prague)
Series of Internacional Conferences
Civil Society Organizations
Transparency and Responsibility
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Initiative drives action. Initiative coupled with skill or talent delivers the highest-quality results. Competitive business must rely on employees’ initiatives to seek out opportunities and respond to customers’ needs. High performers take the initiative and also take accountability for their actions. But initiative without accountability can lead to negative behaviors.
Below is the contents:
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- QQT/R
- PDCA
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Take this opportunity to learn about identifying and comparing to your competitors, building commitment and employee engagement and developing a total strategy that supports your organization’s mission and strategic plan.
Our webinar is structured to provide not only education but also useful strategies for addressing the many pressures on executive compensation, wages and salaries. Nonprofits are being scrutinized by the IRS, and executive compensation is a staple of all audits. Nonprofit managers and trustees must prepare for public, media, Form 990, IRS and State scrutiny. Wage and salary programs face a difficult economy as they struggle to attract and retain the best talent with scarce dollars.
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From Yizhou HuangTo Professor BoyerSubject FRAUD INVESTIGATI.docxhanneloremccaffery
From Yizhou Huang
To: Professor Boyer
Subject: FRAUD INVESTIGATION: MOUNTAIN SPORTING GOODS
10/16/2017
Fraud refers to deliberate efforts by a party to conceal information to other parties for his/her benefits to the detriment/loss of the party to whom the information is being hidden. Not many organizations’ management will readily accept fraud has occurred. As a result, not may fraud cases will be detected especially by outsiders.
At onset, I am aware that Mountain Sporting Goods, and I particular Pawn shop will not be an exception to the above. As such, my findings may not be conclusive of all the fraud which has occurred in Pawn Shop or Mountain Sporting Goods.
It is the duty of the management to come up with plans and programs which will safeguard the organizations assets, deter and detect fraud, and ensure the integrity of its accounting records. In the Pawn shop scenario, I am aware that this may be a red flag to check in my investigations. Since the members of the company were of the opinion that the business was not going well, I decided to approach the engagement with a free mind but cognizant of the fact that it is possible they are right.
No organization is safe from fraud regardless of its size. Therefore, an organization should create a fraud risk assessment plan and ensure that proper internal controls are in place. Mountain Sporting Goods were supposed to have one. For this to work, the owners or management must fully understand the business and the environment in which it is working in.
However, when the proprietor, JD, the family did not understand the business and eventually entrusted their friend TW to manage and run the business.
Pawn shop management was expected to put in place controls to provide reasonable assurance regarding the achievement of the objective, effectiveness and efficiency of operations reliability of financial reports.
Phase I: red flags, fraud hypothesis:
1. Misappropriation and misuse of company assets. This may include assets such as cash, data and property. This may include theft of resources and assets.
2. Financial fraud schemes.
3. Corruption. This is done through bribery in order to ensure a person with information does not disclose it, extortion by a person with influence over another and conflict of interest.
Red flags:
1. Tw is not a owner manage business: college student, not efficiency
2. sales are increasing each year, but NI is going down significantly, not making projection. Company has the ability to generate revenue, but NI decrease
3. Pawn shop sales for the year is really small- not the growth area, failure of the business
4. Inventory for the Pawn shop is not on the book (ending inventory that was not redeemed should recorded)- inflating sales, purchases , sales will not recorded on the book(pawn), inventory not on the book, loan repayment by cash—workman can take home some cash, inventory… no traces on sales, cash, inventory
Loan(pawn) GAAP
Purchase 100 Inventory ...
Amplify Funding by Reducing Unemployment Costs4Good.org
This webinar can help nonprofits put money back where it is needed most – toward fulfilling their missions.
There’s a simple way to free up unrestricted funds by lowering unemployment costs. Millions of employers are seeing rising taxes due to prolonged national unemployment – but 501(c)(3)s have an alternative.
During this webinar, you will learn 3 simple steps nonprofits can take to reduce unemployment costs.
Similar to Financial accountability for nonprofits 2012 (20)
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Financial accountability for nonprofits 2012
1. Avoid
Financial Accountability common
for Nonprofits mistakes
Prevent
loss of
Sponsored by :
§501(c)(3)
Greene County Foundation status
Presenter:
Prevent
Miriam Robeson, Attorney Fraud
www.lawlatte.com
2. Why Are We Here?
Starting with 2010, the IRS has increased scrutiny of
nonprofits with an aggressive program to revoke nonprofit
status for out-of-compliance nonprofits
Economy has decreased available funds for nonprofit
budgets, but increased criticism of nonprofit
Increase in media attention on unscrupulous
nonprofits and nonprofit directors/officers
It’s easier to PREVENT problems with nonprofit status –
after problems become public, it may be too late to fix
Information Level –Intermediate
3. Why Are We Here – Part 2
The Horror Stories and Bad Press
Investigation of
Fiesta, Sugar, and Orange
In 2006, an estimated
Bowl games for abuse of
$40B was lost to fraud in
nonprofit status and
the nonprofit sector
“extravagant
compensation”
Nonprofit Status of 30 Closer to home
credit counseling •2011 – New Haven $1M Bingo
organizations revoked for Scam
failure to achieve a •2012 Noble County Shelter ED
pled guilty to 4 counts theft
nonprofit purpose and for •2012 “Little Miracles” employees
excessive executive arrested for providing false
compensation information to gov’t officials
4. Why We are Here – Part 3
The IRS
IRS increases nonprofit oversight
Employment Taxes
Executive Compensation
Activist Agenda
Compliance (Tax forms)
Since 2008, the IRS has added more than
100 employees to the Exempt Organizations
Section
As of June, 2011, the IRS has
“automatically revoked the nonprofit status
of more than 275,000 nonprofits
5. What is Financial Accountability?
The Board is Responsible for:
Knowing the financial status of the NP
Understanding the financial status
Acting on financial needs of the NP
Preventing financial mishaps
Mitigating financial crisis
6. Handout – 10 Tips for Keeping an Eye on Finances
Financial Oversight
Watch the money – Watch the people
Financial Oversight is the review of both finances and financial
practices
Ensures safe, ethical financial procedures
Protects Nonprofits and the Directors/Staff
Provides integrity and transparency to the public
Catches financial difficulties before they become financial
impossibilities
7. Financial Accountability for
Nonprofits
Compliance
Accountability
Best Practices
Risk Management
Danger Zones
9. Compliance - State
Annual Business Entity Report
• Indiana Secretary of State
Entity Annual Report (E-1)
• Indiana State Board of Accounts
• Financial Reporting for Government
Funds
NP-20
• Indiana Department of Revenue
10. Compliance - Federal
IRS – 990 Form
<$50,000 – 990 N >$50,000 – 990
• Change in threshold EZ/990
beginning 2010 • Due 5 + 15
• On-line ONLY • 6 month automatic
• Due 5 + 15 after end extension
of fiscal year • For most nonprofits –
• NO extensions of 990 EZ
time! • Minimal property or
real estate
• Normal gross receipts
< $200,000
Failure to file – automatic revocation of §501(c)(3) status
• Total Assets <
11. Compliance - Employment
Employment Federal -- 941 –
State -- WH-1 –
taxes and reports Employer’s
Employer’s State
must be timely Quarterly Federal
Tax Return
filed! Tax Return
January 1 – Federal – EFTPS
ONLINE (electronic
requirement for federal tax State – IN-Tax
many payme nt
organizations system)
“Exempt” versus
Wages and Hours
Employer conduct “non exempt”
laws
employees
APPLIES FOR
Fair Hiring and Does not apply
GOVERNMENT
Nondiscrimination to all employers
FUNDING!
12. Compliance - UBIT
UBIT – Unrelated • (A) Trade or business
• (B) regularly carried on
Business Income • (C) not “substantially related” to exempt
Tax purpose
• Apartment rental income
Examples: • Charity gaming income
If UBIT constitutes “substantial portion” of
income, nonprofit can lose exempt status!
13. Accountability
Board reports to Are you Good
• Donors Stewards of the
The Buck Stops • Government resources the
with the Board • Sponsors public entrusts
• Grantors in your care?
15. Handout – Document Destruction Policy
Accountability
Financial Controls
Financial Procedures Manual
Restrictions documented and honored
• Donor restrictions
• Grant requirements
• Commingling Funds
Training program for Staff and Board
Document Retention/Destruction Policy
16. Handout – Conflict of Interest Policy
Accountability - Governance
Conflict of Interest
Ethical Standards
17. Accountability - Conflicts of Interest
Board
Staff
Member
Conflicts
Conflicts
Donor Volunteer
Conflicts Conflicts
18. Accountability - Personal Benefit
A Nonprofit
CANNOT
distribute funds
to
members, officer
s or directors
19. Accountability – Ethics
Executive Compensation
Exempt Organizations with budgets of $100,000 or more are
expected to have paid staff
EO’s can pay market rates to staff
EO’s can look to “for-profit” compensation when determining
“market rates”
IRS has no standard formula, but looks at compensation as
percent of budget, success of nonprofit mission
If IRS finds abuse
IRS can fine the Board and Executive
IRS can revoke nonprofit status
For “higher” compensated ED’s, document salary decision with
supporting research and recorded (written) board discussion
21. Nonprofit Ethical Issues -
Examples
Improper donor acknowledgements
Donations of time are not tax-deductible
Donor “influence-buying”
Improper arrangements with donors
Failing to include both spouses in joint gift paperwork
Staff/ED/Board/Volunteer accepting gifts from donors
Lunch versus bequest in a Will?
“Professional Fund Raiser?”
Failing to take responsibility (“Not My Fault”)
22. Handout – Whistleblower Policy
More Examples - Ethics
Failure to properly account
and restrict use of donor-
specified donations (illegal Purchases from Board-
and unethical!) member business without
•Capital contributions used for proper disclosure (the copy
operational expenses shop example)
•“Borrowing” from restricted funds
Failure to consult Improper oversight of
professionals for spending (financial control
assistance, when needed policies) - Indianapolis
(lawyer – accountant) Humane Society
23. Transparency – Credibility to Public
Regularly provide information to the Public
Required disclosures Recommended
• Tax returns disclosures
• Organizational Documents • Annual report
• Articles of Incorporation • Basic Financial Statement
• Bylaws • Report of Activities
• Funds used for lobbying • Mission/Vision
• Application for Exempt
Status
24.
25. Risk Management for Nonprofits
Best Practices to Prevent Financial
Crisis
Identify Risk
Ranks Risk
Identify Policies to manage risk
Implement protections
Implement procedures in event of
crisis
26. Risk Management – D&O Insurance
Directors & Officers Insurance Protects
the Board and Key Staff
D&O
Insurance Breach of Duty
Wrongful acts of
the board
Mismanagement
covers
What
D&O Provides legal
defense
Pays claims
Does
What
D&O Normal liability
claims
Criminal acts
Doesn’t
27. Handout – Risk Management Policy
Risk Management Plan
Types of Risk to Manage
• Board members, volunteers,
People employees, clients, donors,
the public.
• Buildings, facilities, equipmen
Property t, materials, copyrights, trade
marks
• sales, grants, contributions, s
Income ponsors, fund raising
• reputation, stature in
Goodwill community, ability to raise funds and
appeal to prospective volunteers
28. Risk Management - People
Poor economy has resulted in an
increase in criminal conduct against
nonprofits
Embezzlement by employees
Embezzlement by officers
Fraud from “outsiders”
Phrase of the Day – “Trust But Verify”
29. Issues of Fraud and the Nonprofit
Sector
No comprehensive research on depth/breadth of fraud
in the nonprofit sector (mostly from “headline news”)
– most research includes nonprofit as a subset of
broader scope
“Headline News” creates an inaccurate picture
Impression of more fraud than actually exists
Impression of “we’re not like that” fosters
complacency
Ignorance of Full PR Impact of fraud in “headline news”
Every dollar lost to fraud = lost ability to achieve mission
Every fraud headline > public scrutiny of nonprofits
Every fraud headline < public donations to nonprofits
30. Fraud in the Nonprofit Sector is on the Rise!
2010 Global Fraud Study, Association of Certified Fraud
Examiners
31. How is Fraud Detected?
2010 Global Fraud Study, Association of Certified Fraud
Examiners
32. How Long Does it Take to
Discover/Detect Fraud?
2010 Global Fraud Study, Association of Certified Fraud
Examiners
33. Behavior Red Flags
Financial Difficulties 44.70%
Living Beyond Means 45%
Control Issues 23.40%
Divorce/Family 22.90%
Wheeler-Dealer 19.70%
Close association… 16.10%
Paranoia 14.50%
Addiction problems 14.20%
Past employment… 9.70%
Past legal problems 8.60%
Refuses vacations 8.00%
34. Handout -- Asset Misappropriations
What are the most common types of fraud?
2.40% 11.50% 16.20%
10.60% 9.60%
16.90%
Skimming
Larceny 28%
15.10% Billing
Expense
Check
2010 Global Fraud Study, Association of Certified Fraud
Examiners
35. 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:
Occurrences and Deterrents,” Greenlee, Fischer, Gordon
and Keating, 2006, Hauser Center for Nonprofit
Organizations
36. What is the likelihood of recovering funds? (1)
Nothing recovered = 50%
Complete recovery = 34%
Partial recovery = 16%
WHO IS MORE LIKELY TO BE VICTIMIZED? (2)
Small organizations are much more likely to be a victim of
occupational fraud
Lack of anti-fraud controls in smaller organizations
contributes to vulnerability
1. “An Investigation of Fraud in Nonprofit Organizations: Occurrences and
Deterrents,” Greenlee, Fischer, Gordon and Keating, 2006, Hauser Center for
Nonprofit Organizations
2. 2010 Global Fraud Study, Association of Certified Fraud Examiners
37. Handout – Fraud Prevention Checklist
Handout – Sample Board Anti-Fraud Policy
Who Commits Fraud?
High-level fraudsters (Officers/Directors) cause greatest damage –
more than 3x more costly, and take longer to detect.
More than 85% have never been previously charged or convicted.
Behavior warning signs: Living beyond means and experiencing
financial difficulty
DO ANTI-FRAUD MEASURES HELP PREVENT
FRAUD?
YES – The 2010 Global Fraud Study found that organizations that
had common controls in place had
Significantly fewer losses (in # and $)
Shorter time-to-detection
2010 Global Fraud Study, Association of Certified Fraud
Examiners
38. Handouts – 10 Ways to Catch Fraud and Mistakes from Outside
Handout – 15 Ways to Minimize Employee Fraud
Primary Control Weaknesses for
Victim Orgs.
39. Handout – Someone Stole the Cashbox!
Handout – Preventing and Responding to Fraud
Nonprofits and Fraud
What to do when it happens to you!
If you suspect fraud – act immediately!
• Lock-down data
• Start a formal audit process with outside auditor
• Change procedures and rotate staff responsibilities
If you verify fraud
• All of the above, PLUS
• Confront the perpetrator
(employee, officer, outside contractor)
• Copy and compile evidence in a
separate, protected and confidential file
• Contact the police, if appropriate
40. PR for Nonprofits Handout – Public Relations During Nonprofit Crisis
Public Relations During Fraud Crisis
If Fraud or DO NOT Have a plan
embezzlemen HIDE or
t finds your
of action
Nonprofit, Minimize the for
• How the seriousness response
public hears of the event • If employee:
about and suspension, termi
perceives the • If you are nation
incident can contacted by • If board member:
drastically the resignation, remo
affect the press, answer! val
nonprofit’s - if you don’t • Note appearance
ability to get your story of impropriety is
move beyond out, no one enough to take
the event. will, and action for a board
speculation will member, but
replace facts more evidence is
needed to take
action against an
employee
41. Preventing Fraud
Have and use financial control
policies
Know who handles the
money
Remove temptation
Review financial information
• ALSO - have independent review of
finances
Be aware that it can
happen to your nonprofit!
42.
43.
44. Crisis Management
The Good News
Nonprofits showed growth in contributions in 2010
compared with 2009
Source: Guidestar 2010 Nonprofit Fundraising Survey
45. Crisis Management
The Bad News
Nearly ½ of Nonprofits are struggling to “Make Budget”
Source: Guidestar 2010 Nonprofit Fundraising Survey
46. Crisis Management 101
Surviving Financial Downturn
Step 1 – Review the
Organization
How well do you meet your budget
(typical)?
What shortfall do you anticipate?
How long can you survive at
reduced budget levels?
How are you affected by each
funding source?
47. Crisis Management 101
Surviving Financial Downturn
Step 2 – Make a Plan
Risk Management Plan
What can you reduce and maintain
current levels of service?
What can you reduce and maintain
minimum service?
Where can you increase funding
Lapsed donors, new donors, alternate
funding sources
48. Crisis Management 101
Surviving Financial Downturn
Step 3 – Creative Options
New Fund Raising Opportunities
Social media, networking, micro-
fundraising
Collaborations with similar or
complementary nonprofits
Spin-off/Re-Master current activities
49. Crisis Management 101
Surviving Financial Downturn
Step 4 – Acute Crisis Management
Reduction in programs
Prioritize – what MUST you retain?
Reduce scope/ Increase fees
Reduction in Staff
Reduction in Staff ≠ previous service levels
Reduction in Staff = do it right
What is your “limit”?
Minimum financial - resource - program - mission
PR in times of Crisis – Preserving public image
51. Danger Zone - Lobbying
CANNOT DO CAN DO
• Endorse political • Hold Candidate
candidate forum
• Spend more than • Educate the public
5% of annual on the issues
budget on lobbying important to the
activities nonprofit
• Directly lobby • Encourage like-
legislators minded supporters
to contact their
legislators
52. Danger Zone – Charity Gaming
Rule 1 - Rule 2 – Charity
Gambling is Gaming is
illegal in the allowed, but
State of Indiana regulated
53. What is “Charity Gaming?”
Games of chance -- “Pay to Play”
• Raffles
• 50-50 Raffles
• Program “sticker” prizes
• Bingo
• Casino Night
Door prizes for Cost-Admission Event
NOT Charity Gaming – NOT Regulated:
• Games of SKILL – Guess the pennies, shoot the basket
• Silent Auction
54. Charity Gaming – Rule 1
Gambling is Illegal
Unlicensed gaming is illegal and subject to fines
$1,000 for the first violation
$2,500 for the second violation
$5,000 for additional violations
Same fines apply to improper gaming, failing to
file reports, failing to pay tax
Criminal charges may also apply – Class B
Misdemeanor
55. Charity Gaming Rule 2 –
Charity Gaming is Regulated
Must be charitable organization
Must be in existence (§501(c)(3) status) for > 5 years
Must apply for and receive license
Must conduct gaming activities properly
NOTE – if properly licensed, conducted and
reported, there are NO income taxes from charity
gaming
57. Consequences of Abuse of Status
IRS Consequences – $$
Fines to Nonprofit
Fines to Board of Directors
Fines to Staff
PERSONAL LIABILITY FOR ALL!
IRS Consequences – Revocation of
Nonprofit Status
58. Has Your Status Been Revoked?
Google: “recent IRS revocations”
http://www.irs.gov/charities/charitable/article/
0,,id=141466,00.html
Comprehensive List of
“Automatic Revocations”
(organized by state)
http://www.irs.gov/charities/article/0,,id=24
0099,00.html
59. What if you LOSE nonprofit status?
If your organization loses nonprofit status, you are NOW a
taxable corporation
File 1120 Corporate Return
Pay Income Tax (Federal and State)
Donations NOT tax-deductible to donor
Loss of eligibility for MOST grants, including pending grants
60. How can you get back NP Status?
Loss of Status cannot be reversed or appealed
Must go through re-application for tax exempt
status
May include request for retroactive reinstatement to
avoid taxes for “interim period”
Requires payment of user fee ($400 or $850)
Small nonprofits might be allowed to pay $100 user fee
Must write “Automatically Revoked” on application
If exemptions do not apply, must provide
complete packet of information for re-application
61. For More Information
IRS.gov – Exempt Organizations
Publication 557 – Tax Exempt Status
Info
Publication 78 – Approved nonprofit list
Indiana Charity Gaming Commission
Indiana Secretary of State
Indiana Department of Revenue
Guidestar.org
Charity Navigator
62. Financial Accountability
for Nonprofits
Compliance
Accountability
Best Practices
Risk Management
Crisis
Management
63. Any Questions?
Thank you for your attention!
Miriam Robeson, Attorney
Today’s materials are available on
Miriam’s Website:
http://blog.lawlatte.com/index.php
/upcoming-workshops/