Fundamental HR/Employment Policies for Organizations For arts administrators of small to mid-sized nonprofits Monday, June 2, from 4-6 p.m. @ Fresh Arts, 2101 Winter Street, #B11, Houston, TX 77007 Presenters: Bob Lawson, Director of Administration & Education, Theatre Under the Stars Elaine C. Becraft, Counsel, Labor & Employment, LyondellBasell Not sure who on your team should receive a 1099 or a W-2? Are you supposed to be paying unemployment taxes? Do you know the rules around interns? Join Bob Lawson, of Theatre Under the Stars, and employment lawyer, Elaine C. Becraft for a crash course in what you need to know and what you didn’t know you didn’t know. This is a great opportunity for administrators to have questions answered by an expert in the field and address some of the unique challenges we all face in keeping our small or mid-size organizations in compliance with HR standards. Topics include: - Basic distinctions between 1099/W2 employees, as well as exempt/non-exempt - How to avoid abusing interns - Basic options for offering benefits - Basic reporting for new hires - Unemployment taxes (when you need to worry about them) - The advantages and timing of outsourcing, rather than handling HR in house - Common questions re: employment law - Basic best practices for interviewing/hiring - Employee reviews + HR advocate on board of directors for smaller nonprofits (i.e. to provide an additional outlet for reporting HR problems) - The "Absolute Musts" of any employee handbook (I found a great resource from ADP on this subject)

2. ABOUT FRESH ARTS
ONLINE SERVICES
• The Culture Guide
Online event calendar
• The Houston Artist Registry
A warehouse of local artists and
creatives
• Houston Artist Field Guide
A wealth of resources for artists
and arts administrators
PHYSICAL PROGRAMMING
• Community Supported Art
A subscription for local art
• Workshops & Professional
Development- Offered to assist
arts administrators and artists
• Exhibitions - We work exclusively
with local emerging artists
• Cultured Cocktails
Raises funds for local arts projects
• Winter Holiday Art Market
An annual holiday art market
involving over 60 local artists (Last
year we sold over $153,000 of
local art!)
• M-Lab - Marketing incubator for
small to mid-sized nonprofit
organizations

3. ABOUT OUR GUEST experts TONIGHT:
Bob Lawson is currently the Director of Administration and Education at Theatre
Under The Stars (TUTS). He has held this position since December 2000. In this
capacity he oversees many areas of TUTS’ business including Administration,
Human Resources, Operations, and Education. From February 1997 to November
2000 he was employed as the Director, Volunteer Services at AIDS Foundation
Houston, Inc. (AFH). In this capacity he the management of 365 individuals serving
on 10 direct and indirect client service volunteer teams. Prior to his employment at
AFH he spent 18 years with the E.I. DuPont de Nemours Company in positions of
increasing responsibility managing employees and suppliers. Bob became known as
an expert in problem resolution, negotiations, motivation, and financial
management. Bob has an extensive background in quality process management
including Steven Covey’s “Practical Leadership”. He was one of the recipients of
DuPont’s “Excellence Through People” award in 1992. Bob is a cum laude graduate
of Niagara University with a BS degree in Business Logistics.
Elaine C. Becraft is Counsel, Labor & Employment (Americas) for LyondellBasell, one
of the world’s largest plastics, chemicals and refining companies with annual
revenues of $44 billion.* LyondellBasell, a member of the S&P 500, manufactures
products at 56 sites in 18 countries. In her current role, Becraft advises her internal
business clients on all aspects of labor and employment law. She joined the
company in December 2011. Before joining LyondellBasell, Becraft was in private
practice in Seattle, Washington and Houston, Texas. Becraft is a graduate of Seattle
University School of Law and received a Bachelor of Arts degree in International

4. Fundamental HR &
Employment Policies for
Organizations
Bob Lawson
Director of Administration & Education
Theatre Under the Stars
Elaine C. Becraft
Counsel, Labor & Employment
LyondellBasell

5. DISCLAIMERS
This workshop content should not be
considered legal advice or legal
opinion. You should review
applicable law in your jurisdiction
and consult experienced counsel for
legal advice.

6. The Big Ideas: HR Essentials
• Human Resource Management
• Compensation and Benefits
• Recruitment and Selection
• Performance Management
• Employee Development
• Employment Law Basics
HR Priorities:
• Strategic: how to best realize your org’s mission
• Administrative: compliance, reporting, and records
• Operational: day-to-day employee relations
The BIG ideas. What we will cover:
What else we will cover
• 1099/W2 distinctions
• Benefit options
• Performance Reviews
• HR reps for small shops
• New Hire concerns
• Interns
• Employment taxes and withholding
• Outsourcing your HR Function

7. WHAT YOU ALREADY
KNOW AND STRUGGLE WITH

8.  Staff without a formal HR background
 The use of unpaid staff (volunteers)
 Limited resources/budget
 Lack of affordable training for staff
 High turnover
 Staff burnout
 Managing office administration
 Board of Directors support
Idealist.org describes the unique challenges of Human
Resources (HR) in a nonprofit setting: Support for these
needs can be hard to find, and difficult to navigate.
They include:
The nonprofit human resources function deals with
volunteers, staffs high-risk programs, and can be subject to
intense scrutiny.
These major
challenges can
be
categorized as:
o Economic
o Structural
o Legal
o Cultural

9. THE “ Absolute Musts " OF ANY EMPLOYEE HANDBOOK
(From April 2014 ADP HR Newsletter)
• At-will employment
• Anti-harassment & nondiscrimination
• Immigration Law compliance
• Employment classifications (full-time, part-time, exempt, non-exempt,
etc.)
• Leave of absence and time off benefits (holidays, vacation, sick, etc., as
well as policies about unused vacation)
• Attendance and time-keeping
• Paydays
• Meals and break periods (if regulated by state law; not necessary in
Texas)
• Safety and health (if regulated by state law; not necessary in Texas)
YOUR EMPLOYEE
HANDBOOK

10. Other handbook inclusions
to consider:
 Employee conduct
 Company history,
practices, and culture
 Use of company
equipment (including
no expectation of
privacy when using
company email, etc.)
 Emergency Closings
 Social Media
Sample policies to consider:
• Whistle-blower:
Sample language will be
emailed to you
• Internal conflict of interest:
Sample language will be
emailed to you
• Nondiscrimination
• Others?
YOUR EMPLOYEE
HANDBOOK

11. BASIC BEST PRACTICES FOR
INTERVIEWING/HIRING
OVERVIEW : Basic legal concerns: Elaine
Practical concerns: Bob
PREPPING FOR A NEW POSITION – Develop Job
Description
• Determine your staffing needs first; create the job descriptions second
• Avoid the common pitfall of crafting job responsibilities on the basis of
existing personnel strengths, rather than organizational needs
• Determine the benefits package for the role; are your expectations for
salary, etc. realistic and competitive in the market?
• Analyze the current staff to ensure you need to go outside the
organization to meet your needs
• Could an internal resource be developed to meet needs?
• Does bringing in an external candidate prevent a strong current
RECRUITMENT AND SELECTION

12. • Screen all applications received
against pre-determined criteria
i.e.:
 Do we require a degree?
 Second language?
 Prior experience using
specific skills?
PREPPING FOR A NEW POSITION – Develop Your Selection
Process
• Post jobs in a variety of places (idealist.org, local arts schools, Linked In,
etc.)
• Use standard method to acknowledge receipt of applications and resumes
(i.e. have one person in charge of emailing each applicant to acknowledge
receipt)
• Reviewing Applications Checklist:
o Completeness
o Availability
o Employment eligibility
o Desired pay/position match
o Employment history
o Reasons for leaving previous employer
o Pay history
o Education
o References
o Signatures
RECRUITMENT AND SELECTION

13. HIRING PROCESS
• Compare and rank applicants
• If large pool of potential candidates emerges, conduct phone
interviews first
• Invite candidates to interview (Do we have one round of
interviews with internal staff and invite the finalists back to
interview with select board members?)
• Interview process:
o While interviewing, review your limitations as an interviewer: you
cannot ask questions regarding an applicant’s race, national
origin/citizenship, disability, sex/gender, military service, criminal
background, family history, religion, marital status, age (or date of birth).
o Create a list of interview questions and be consistent in asking them
of all applicants.
o Do’s & Don’ts (emailed to you)
RECRUITMENT AND SELECTION

14. HIRING PROCESS
• Extend an offer (provide offer letter)
• Include special conditions (Example: Hiring as
temporary employee for 3 months and then, make
full time or full-time vs. 6 months; is the offer
contingent on successfully passing a background
check?)
• Conduct reference and background checks
• Confirm offer and send new hire paperwork
• Send rejection letters (Can be good form to personally
call anyone you interviewed in person)
RECRUITMENT AND SELECTION

15. Employee Classification
OVERVIEW : Basic legal concerns: Elaine
Practical concerns: Bob
BASIC DISTINCTIONS BETWEEN 1099 CONTRACTOR VS W2
EMPLOYEE:
Why does it matter?
–Worker classification affects how
you pay your employee’s federal
income tax, social security and
Medicare taxes, and which tax
forms you need to file on their
behalf. Classification affects their
eligibility for social security and
Medicare benefits, employer
provided benefits and their tax
responsibilities.

16. Employee Classification
HOW TO KNOW THE DIFFERENCE:
• BEHAVIORAL CONTROL
– Instructions: you might be an employee if
you’re told
> How, when, or where to do the work?
> What tools or equipment to use?
> What assistants to hire to help with the work?
> Where to purchase supplies and services?
– Training: you might be an employee if you
need training to do a job a way specified by
the company

17. Employee Classification
HOW TO KNOW THE DIFFERENCE:
• FINANCIAL CONTROL
– Expenses (If you aren’t typically reimbursed for
expenses)
– Opportunity for profit or loss (If you can realize
a profit or incur a loss, you’re likely a
contractor)
– Compensation timing: If the nonprofit controls
the frequency of compensation, as opposed to
the worker sending an invoice after services
are performed, you’re likely an employee

18. Employee Classification
HOW TO KNOW THE DIFFERENCE:
• RELATIONSHIP OF THE PARTIES
– Employee benefits (If you receive benefits,
you may be an employee. However, the
reverse cannot be assumed)
– Are duties of X integral to operations of
nonprofit?
– Written contracts to define

19. Employee Classification
RESOURCES:
• http://www.irs.gov/pub/irs-pdf/p1779.pdf
• http://www.nonprofitrisk.org/library/enews/2009/e
news042909.htm
EXAMPLE: Independent contractors (dance
teachers)

20. Employee Classification
OTHER CLASSIFICATION CONCERNS:
• Do not classify people with similar duties differently
• Contractors should not get organization business cards or be
listed in staff directory
• Email addresses for contractors should have disclaimer in
footer
• Always issue IRS Form 1099s to contractors/consultants and
W-2s to employees.
• Adopt and standardize language in a written agreement that is
used with all contractors/consultants, spelling out that, “[Name
of Contractor] reserves the right to control the manner in which
services are performed and the scheduling of performance.”

21. Employee Classification
BASIC DISTINCTIONS BETWEEN
EXEMPT/NONEXEMPT
Why does it matter?
• Exempt employees are exempt from minimum wage and
overtime premium pay protections of the Fair Labor Standards
Act (FLSA). As such, you are not required to pay them extra
for overtime.
• Nonexempt employees must generally be paid for overtime –
at time and one half their regular rate of pay – for each hour,
or fraction thereof, in excess of 40 hours in a workweek.
(Minimum wage laws apply.)
Exemptions from the overtime requirements of the FLSA are just
that— exceptions to the rule. They are very narrowly
construed, and as the employer, you will always bear the
burden of proving that you have correctly classified an
employee as exempt.

22. Employee Classification
BASIC DISTINCTIONS BETWEEN
EXEMPT/NONEXEMPT
Why does it matter?
• The FLSA recognizes seven major categories
of exempt workers:
o Executive employees
o Administrative employees
o Learned professional employees
o Creative professional employees
o Computer employees
o Highly compensated employees
o Outside sales employees

23. Employee Classification
BASIC DISTINCTIONS BETWEEN EXEMPT/NONEXEMPT
Why does it matter?
• EXEMPT TEST: Might be exempt if the employee is paid at least $455/week on
a salary or fee basis, AND:
– Executive: Primary duty is management of the organization or
department. Regularly directs the work of two or more other employees;
AND Has authority to hire or fire other employees, OR the employee’s
suggestions as to hiring, firing, promotion or other change of status of
other employees are given particular weight.
– Administrative: Primary duty is the performance of office work directly
related to the management or general business operations of the
employer or the employer’s customers. Primary duty includes the
exercise of discretion and independent judgment in matters of
significance. Regularly exercises discretionary powers and independent
judgment in performing the job.
– Creative professional: Primary duty is the performance of work requiring
invention, imagination, originality, or talent in a recognized field of artistic
or creative endeavor.
– http://www.nibmimages.com/nibm/Audit-TestYourCompliance.pdf

24. Employee Classification
BASIC DISTINCTIONS BETWEEN EXEMPT/NONEXEMPT
Why does it matter?
• Determining whether or not a position is
exempt requires a detailed analysis, you
should seek legal assistance in conducting
this analysis.
• So you have a nonexempt employee, now
what?
– Timecards? (ADP Template included in resources)
– Overtime calculation http://bit.ly/overtimecalculation

25. Employee Classification
INTERNS
How to avoid abusing them: (Bob)
Temporary full-time employees?
According to The Department of Labor, the following six legal criteria must
be applied when making a determination if an internship is required to be
paid:
• The internship, even though it includes actual operation of the facilities of
the employer, is similar to training, which would be given, in an educational
environment.
• The internship experience is for the benefit of the intern.
• The intern does not displace regular employees, but works under close
supervision of existing staff.
• The employer that provides the training derives no immediate advantage
from the activities of the intern; and on occasion its operations may actually
be impeded.
• The intern is not necessarily entitled to a job at the conclusion of the
internship.
• The employer and the intern understand that the intern is not entitled to
wages for the time spent in the internship.

26. Employee Classification
INTERNS
Are interns considered employees and does it
matter?
• A temporary intern DOES count as an employee, UNLESS:
– 1.) the person is interning as a part of a "school sponsored"
program;
OR
– 2.) the intern works for less than 20 weeks (about 4 months) out
of the year with the organization.
• (NOTE: the Texas Workforce Commission counts toward the 20
weeks full- and part-time work performed in any day.)
It matters towards employee totals for certain reporting!

27. Employee Benefits &
CompensationOVERVIEW
To consider: Legal requirements + Employee retention
TYPES OF BENEFITS
» Compensation
» Health insurance (dental, vision, etc.)
» Unemployment compensation
» Worker’s Comp
» Life insurance
» Investment Plans
» Flex time

28. Employee Benefits &
Compensation
COMPENSATION
• Minimum wage in Texas: $7.25/hour
• Issues of competitiveness?
• Restrictions about timing of pay (must pay regular basis, set out in
writing, final pay within 5 days if you fire)
For perspective: From the 2008-2009 United Way of Houston Wage & Benefit Survey
For orgs with budget under $350K
» Executive Director compensation (Median $48,000 / Mean $51,111)
» Program Director compensation (Median $29,000 / Mean $30,467)
» Marketing Director compensation (Median $43,000 / Mean $43,000)*
For orgs with budget between $350-599K
» Executive Director compensation (Median $60,000 / Mean $62,288)
» Program Director compensation (Median $40,000 / Mean $38,041)
» Marketing Director compensation (Median $26,500 / Mean $28,500)*
* The Marketing Director pay rate
discrepancy (the Marketing Director at
slightly larger org making less) is due to
small number of respondents.
For a national
perspective: 2013
Nonprofit Times Wage &
Benefit Survey:
http://www.thenonprofitti
mes.com/wp-
content/uploads/2013/02/
1359731596_2-1-
13_SalaryBenefits.pdf

29. Employee Benefits &
Compensation
HEALTH INSURANCE
• You must be consistent in offering benefits. If you offer benefits to
one full-time employee, you must offer benefits to ALL full-time
employees.
• ACA (Affordable Care Act or Obamacare) as it pertains to nonprofits:
http://www.councilofnonprofits.org/resources/resources-
topic/affordable-care-act-faqs
– There is NO requirement on employers to provide health
insurance -- but there is a penalty (that is only applicable to
employers with 50 or more full-time employees) under the ACA’s
employer “shared responsibility” provisions effective starting in
2015 if the employer does not provide a minimum level of
insurance coverage to their full-time employees
– Look-back provision (documenting how many hrs a week
average over 3 month or a year-- depending on company size

30. Employee Benefits &
Compensation
HEALTH INSURANCE
• SHOP (Small Business Health Options Program)
Marketplace
– Insurance solutions specifically for small employers
– In Texas, must be handled through agent, broker, or insurance
company
– Starting in 2014, small employers can claim the Small Business
Health Care Tax Credit only for coverage purchased through the
SHOP Marketplace.
– Basic eligibility: business address or primary workplace, at least
one common-law employee on payroll (not including sole proprietor
or spouse), and less than 50 full-time or FTE
employees.http://marketplace.cms.gov/getofficialresources/publicati
ons-and-articles/who-can-use-shop.pdf
– Premium Estimate Tool: https://www.healthcare.gov/find-premium-
estimates/

31. Employee Benefits &
Compensation
HEALTH INSURANCE
• Small Business Healthcare Tax Credit
http://www.councilofnonprofits.org/small-employer-credit
– Eligibility: pay at least 50% of healthcare costs, Less than
25 FTE employees, must be able to calculate average
salaries (The credit is decreased as you approach an
average salary of $50K.)
– Nonprofits are eligible, but must file Form 990-T

32. Employee Benefits &
Compensation
UNEMPLOYMENT COMPENSATION
The Texas Unemployment Compensation Act (TUCA) requires liable Texas
employers - including sole proprietorships, partnerships and corporations, and
other entities registered with the Secretary of State - to pay unemployment
insurance tax. Employers become liable if they: Are a 501(c)(3) nonprofit
organization (excluding churches and religious organizations) and have at least
four employees for part of a day or more each week for 20 weeks.
• In Texas, the maximum amount of taxable wages per employee, per
calendar year is set by statute and is currently $9,000.
• Entry level unemployment tax rate is 2.7%
• Texas Workforce Commission policies on unemployment taxes:
http://www.twc.state.tx.us/ui/tax/unemployment-tax-program-overview.html
• Reimbursement method:
http://www.guidestar.org/rxa/news/articles/2005/alternatives-to-
unemployment-taxes-for-501c3.aspx

33. Employee Benefits &
Compensation
WORKER’S COMPENSATION
Optional in Texas
• However, company must notify all employees of decision
to NOT offer worker’s comp at time of hire
• Notice of NOT providing coverage must be posted
prominently:
http://www.tdi.texas.gov/pubs/factsheets/noncoveremp.p
df
• Must report non-coverage to Texas Department of
Insurance via DWC Form-005
RESOURCES:
http://www.tdi.texas.gov/wc/employer/index.html#aboutw
c

34. Employee Benefits &
Compensation
BASIC REQUIRED STEPS FOR NEW HIRES
http://www.twc.state.tx.us/news/efte/new_hire_paperwork.html
• Attorney General in Texas:
https://portal.cs.oag.state.tx.us/wps/portal/EmployerHome
– Federal & state law require employers to report new hires/rehires
within 20 calendar days from date employee starts earning wages
• I-9 report (confirms that employee is eligible to work in the US)
• W-4 Form
• Notice of worker’s compensation coverage (or confirmation that
there is no coverage)
• Written consent for background checks

35. BASIC REQUIRED STEPS FOR NEW HIRES – CONT’D
Notice of Coverage Options (Affordable Care Act)
What: Under the Affordable Care Act (ACA), employers must provide a
Notice of Coverage Options (“Notice”) to all new hires.
Who: All employers subject to the Fair Labor Standards Act (which
encompasses almost all employers) must provide the Notice,
regardless of whether the employer offers health coverage.
What it must contain: (The Notice must be provided in writing and may be hand
delivered, sent by first-class mail, or sent electronically as long as the U.S.
Department of Labor's electronic disclosure safe harbor rules are met.)
– Information about the services provided by the Marketplace;
– How to contact the Marketplace;
– Information about the employer, including any employer-sponsored health coverage available;
– The potential impact on the employee if he or she purchases coverage through the Marketplace
(including that the employee may be eligible for a premium tax credit under section 36B of the
Internal Revenue Code; that he or she may lose any employer contribution toward health benefits
offered by the employer; and that all or a portion of such contribution may be excludable from
income for Federal income tax purposes); and
– Information the employee will need to gather in order to apply for coverage through the
Marketplace.
See details: 29 CFR 2520.104b-1(c), Disclosures through Electronic Media.

36. Employee Benefits &
CompensationBASIC OPTIONAL (BUT RECOMMENDED) STEPS FOR
NEW HIRES
• Acknowledgment of receipt of employment handbook
• Agreements regarding pay, wage deductions, benefits,
schedule, work location, and so on (with employment-at-will
disclaimers)-- this can be handled in the offer letter
– Employment at Will Disclaimer: I understand that this agreement
concerning my compensation and benefits does not modify the at
will employment relationship between myself and ABC Company;
does not constitute a commitment by ABC Company to employ
me for any particular length of time; does not commit me to
remain with ABC Company for any particular length of time; and
does not restrict either ABC Company or myself from ending the
employment relationship at any time for any reason, with or
without notice.
• Consent for drug testing
• Consent for video surveillance

37. Employee Benefits &
Compensation
OTHER NECESSARY STEPS WHEN HIRING
• Enter employee into payroll system
• Enroll employee in any benefits
• Issue equipment or supplies necessary for job
(consider using aproperty return security deposit
agreement to minimize the risk of damage or non-
return of property, like laptop, etc.)

38. Operations Concerns
EMPLOYEE TAXES
• How to know which payroll taxes apply:
http://www.bizfilings.com/toolkit/sbg/tax-info/payroll-
taxes/determining-payroll-taxes-for-employees.aspx
• Typically: Federal Income Tax Withholding + FICA (Social
Security + Medicare)
• Payroll Tax Calculator (ADP): http://www.adp.com/tools-and-
resources/calculators-and-tools/payroll-calculators.aspx
• IRS Withholding Calculator http://www.irs.gov/Individuals/IRS-
Withholding-Calculator

39. Operations Concerns
PAYROLL TOOLS
• RESOURCE: ADP
http://www.adp.com/~/media/PDF/Payroll%20Packages.ashx
– Basic (Essential) Plan:
• Semi-monthly for 2 employees $58+/pay period or
4 employees $64/pay period
• Monthly for 1 $69
• RESOURCE: Tobin & Associates

40. Operations Concerns
REVIEWS: YOU NEED TO DO THEM
REGULARLY
• Employee reviews (timing + actually have them +
documentation needed)
• Employee review of director by board
• 360 review of director

41. Operations Concerns
DO YOU HAVE A HUMAN RESOURCES REP ON THE
BOARD?
• HR advocate on board of directors for smaller nonprofits
(i.e. to provide an additional outlet for reporting HR
problems)
• Division of Board / Staff HR responsibilities:
http://hrcouncil.ca/docs/Table_HR_Resp.pdf
• Board’s involvement in HR:
http://www.blueavocado.org/content/nonprofit-boards-
role-hr
• Board Planning toolkit: http://hrcouncil.ca/hr-
toolkit/planning-board-role.cfm

42. OUTSOURCING YOUR
HR
• The advantages and timing
of outsourcing, rather than
handling HR in house
Operations Concerns

43. Common employment law
mistakes
• Misclassifying employees as independent
contractors.
• Misclassifying non-exempt employees as exempt.
• Not complying with state wage payment laws.
These rules include providing new employees with
written notice of their rate of pay and regular pay
date; prohibiting deductions from wages unless for
the employee's benefit and authorized in writing;
requiring written contracts for commissioned
salespersons; and providing terminated employees
with written notice of their last day of work, their
last day of benefits, and their right to apply for
unemployment benefits.

44. Common employment law
mistakes• Not having an employee handbook.
• Not documenting employee job performance.
• Not training supervisors regarding EEO laws.
• Not providing reasonable accommodations for disabled
employees.
• Not obtaining releases from terminated employees where
appropriate.
• Not protecting confidential business information.
• Not consulting a qualified employment law attorney.
Directly from: http://warshawskylawfirm.com/lawyer/2010/12/04/Employment-Law/Ten-
Common-Employment-Law-Mistakes-Made-By-Businesses._bl1518.htm
http://www.employmentlawgroup.com/wp-
content/uploads/Employers_Common_Mistakes_Encouraging_Employees_Seek_Legal
_Advise.pdf

45. Resources
• Jody Blazek: HR Handbook
• TX Workforce Commission (handbook samples-- policies)
• “Especially for Texas Employers” - TWC webpage:
http://www.twc.state.tx.us/news/efte/tocmain2.html
• ACA as it pertains to nonprofits:
http://www.councilofnonprofits.org/resources/resources-
topic/affordable-care-act-faqs
http://commongoodvt.org/nonprofit-101/human-resources/

46. IN YOUR INBOX TOMORROW
 This PowerPoint
 Example docs and resources
 Info about upcoming workshops including
Development Finance and Operation Basics
for the Jack-of-All Arts Administrator
(Gift Acceptance, Disclosure Rules & Basic Financial
Reporting)
Wednesday, June 4, from 4-6 p.m.@ Fresh Arts
Meet Your Media
With Joel Luks, Molly Glentzer, Bill Davenport
Tuesday, July 8, 6-8 p.m. @ Diverseworks Artspace
 Link to a post-workshop survey